Although redundancy became widespread in the late 2Wh century, research was lacking
on the perceived impact of redundancy and redundancy management policies on the
individual. During the 1980s redundancy became more prevalent for managerial
populations and outplacement was used increasingly for redundant executives. Survey
data gathered in 1990 indicated that, the practical nature of outplacement, and the help in
overcoming personal and career transitions, were valued by redundant executives.
Redundant executives were dissatisfied with the fact that outplacement did not always
secure them a job.
Another survey in 1992 identified the corporate rationale for outplacement policies.
Perceived benefits included professional, objective help to facilitate the transition for
redundant individuals and a potentially ameliorating effect on the survivors of
redundancy. However, a survey in 1994 indicated that companies were more focussed on
managing organisational needs than the personal or career transition issues of survivors.
The research suggested that outplacement
had become a normative HR policy response
which may have been instrumental in setting new parameters for the psychological
contracts of redundant executives, such as re-balancing work and non-work life, and
reviewing commitment and attachment to a corporate entity. For the survivors of
redundancy, a psychological contract based on a looser association appeared to be the
corporate offer. As highlighted by the study of the employment
deal for graduates in the
mid 1990s, against the backdrop of large scale redundancy, companies were quite
ekplicitly offering developmental opportunities rather than a career, even to those
destined for senior management levels. These combined data signalled shifts in the
employment relationship. This thesis describes and analyses some of the apparent
ambiguities between theory and practice relating to redundancy management, and
outcomes at the individual level. It seeks clarification through the development of a
model of redundancy management