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The Individual Effects of Firing and Resilience as a Facilitator in the Job Search
Abstract
Paid work is a factor in the personal, social, integral, and structural identity of human beings. Work represents an important part of the individual’s social existence. In this sense, Castel (1995) indicates that work is more than work; when it disappears, there arise difficulties in socialization and the forms of integration that it satisfies. Interrupting his working life is a difficult decision for the individual who faces this process. Generally, it is an unexpected situation, a contingency that implies reorganizing family and personal activities as well as adjusting resources. These transformations require adapting to the new reality, which in turn implies a personal transformation which must be based on resilience.
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Investigated correlates of situation-specific depressive affect associated with unemployment and correlates of more general depressive symptoms assessed by the Beck Depression Inventory (BDI) for 116 15–32 yr old unemployed Ss. Consistent with a frustrated work-motivation pattern, depressive affect was associated with concern about being unemployed and with stronger endorsement of external causes of unemployment. Consistent with a self-blame view of depression, BDI scores were related to stronger endorsement of internal causes for unemployment, to low self-esteem, and to feelings of helplessness. Stronger endorsement of internal causes was found among those Ss with a longer history of unemployment. Multiple regression analyses showed, however, that the attributional variables accounted for a relatively low proportion of the variance in the depression measures. Results question the adequacy of attributional accounts of depression. (44 ref)
This article examines the impact of downsizing on product innovation. It compares the experiences of product innovators in companies with a high degree of downsizing with those in companies with less downsizing. Higher downsizing hinders innovation by reducing people's ability to connect their product strategically to the firm. Specifically, downsizing breaks the network of relationships that innovators use to make these vital strategic connections. To overcome the negative consequences of downsizing on product innovation, managers should support innovation sponsors and champions, and retain "old timers" who constitute the network. They should also bolster the network by building more connections among departments, and between new and established businesses. Finally, they should incorporate innovation directly into their firm's strategy.
The widely accepted but little scrutinized explanatory framework for documented effects of unemployment, the deprivation hypothesis, is based on the claim that unemployment deprives one of, and employment imposes on one, experience within five crucial categories, quite apart from financial impoverishment. In this study we describe a qualitative empirical examination of 11 unemployed people who are experiencing material but not psychological deprivation and who have adopted a very proactive stance towards unemployment. Proactivity is characterized by a person choosing to initiate, intervene in or reperceive situations in a way which allows the person (agent) to act in valued directions rather than respond passively to imposed change. The deprivation framework is discussed in the light of this study, and an alternative framework based on the assumption of personal agency as characterizing both employed and unemployed people is commended. Implications for research on unemployment and leisure are drawn.
To determine the additive as well as interactive effects of pre-war stresses (adolescence), Vietnam war stresses (combat experiences) and post-war stresses (job loss, other life events), interview data were collected from a sample of 486 males who were eligible for service during the Vietnam war era. Of these respondents, 297 had recently lost their job and thus became subjected to the stress of unemployment. Our findings, like those of others (Egendorf, Kadushin, Laufer, Rothbart, & Sloan, 1981; Boulanger, 1981), suggest that exposure to war produces long-lasting effects on emotional well-being. Similarly, stressful childhood and adolescence experiences also appear to be long-lasting. In contrast to the long-lasting effects of these past stresses, the harmful effects of unemployment on mental health are reversed when employment is regained. All of the past pre-war and war stresses, and the recent unemployment and other stressful life events that were investigated had independent, adverse, main effects on mental health. Social support and internal control orientation had independent, positive, main effects on mental health. Of the various recent and past stresses, only the recent ones, unemployment and later unpleasant life events, had an additional exacerbating (interactive) effect on mental health.
This book was first published in 1982. Unemployment is perhaps one of the most serious social problems. In economic terms the cost of unemployment, both to the individual and to the collective, is extremely high. But unemployment has other effects too. In this book Marie Jahoda looks beyond the obvious economic consequences, to explore the psychological meaning of employment and unemployment. The book is an accessible and nontechnical account of the contribution which social psychology can make to understanding unemployment and clearly reveals the limitations of an exclusive concentration on its economic aspects. Professor Jahoda shows that the psychological impact is hugely destructive, throwing doubt on the popular diagnosis that the work ethic is disappearing. She also analyses the experience of unemployment in the context of the experience of employment and argues that one of the socially destructive consequences of large-scale unemployment is that it detracts from the need to humanise employment.
In this paper, we examine the predictors of aggregate quit rates at the establishment level. We draw on strategic human resource and industrial relations theory to identify the sets of employee voice mechanisms and human resource practices that are likely to predict quit rates. With respect to alternative voice mechanisms, we find that union representation significantly predicts lower quit rates after controlling for compensation and a wide range of other human resource practices that may be affected by collective bargaining. Direct participation via offline problem-solving groups and self-directed teams is significantly negatively related to quit rates,but non-union dispute resolution procedures are not. In addition, higher relative wages and internal promotion policies significantly predict lower quit rates, while contingent staffing, electronic monitoring, and variable pay predict significantly higher rates.
Synopsis
The relationship between length of unemployment and psychological ill-health was examined in a sample of 954 unemployed working-class men, selected to cover all levels of age and several levels of duration of unemployment. The association between length of unemployment and psychological ill-health was found to be strongest in the middle age groups, with greater ill-health among those with a longer duration since job loss. No association between duration and ill-health was found for those who had recently entered the labour market or who were close to the end of their working lives. Desire for a job and financial stress were shown to be additional mediators of psychological ill-health during employment. A cumulative stress model is proposed to account for these findings.
Longitudinal survey data describing 6,190 subjects are analyzed using log-linear methods to determine which, if any, of three hypothesized links between short-term community economic change and illness or injury is correct. The first possible link assumes that economic contraction increases the incidence of undesirable job and financial events that, in turn, increase the incidence of illness and injury. The second possible connection assumes that economic change per se increases the incidence of undesirable job and financial events and, therefore, the incidence of illness and injury. The third connection assumes that economic change per se increases the incidence of all job and financial events and therefore the incidence of illness and injury. The data support the first hypothesized connection, but the process is observed only in middle socio-economic status respondents. While undesirable job and financial experiences increase the likelihood of illness or injury for high and low SES groups, high SES respondents are less likely to experience such events during periods of contraction of the local economy than during expansion. The risk of low SES respondents having undesirable job and financial events did not vary longitudinally with the performance of the local economy.
Most companies do a thorough job of financial due diligence when they acquire other companies. But all too often, deal makers simply ignore or underestimate the significance of people issues in mergers and acquisitions. The consequences are severe. Most obviously, there's a high degree of talent loss after a deal's announcement. To make matters worse, differences in decision-making styles lead to infighting; integration stalls; and productivity declines. The good news is that human due diligence can help companies avoid these problems. Done early enough, it helps acquirers decide whether to embrace or kill a deal and determine the price they are willing to pay. It also lays the groundwork for smooth integration. When acquirers have done their homework, they can uncover capability gaps, points of friction, and differences in decision making. Even more important, they can make the critical "people" decisions-who stays, who goes, who runs the combined business, what to do with the rank and file-at the time the deal is announced or shortly thereafter. Making such decisions within the first 30 days is critical to the success of a deal. Hostile situations clearly make things more difficult, but companies can and must still do a certain amount of human due diligence to reduce the inevitable fallout from the acquisition process and smooth the integration. This article details the steps involved in conducting human due diligence. The approach is structured around answering five basic questions: Who is the cultural acquirer? What kind of organization do you want? Will the two cultures mesh? Who are the people you most want to retain? And how will rank-and-file employees react to the deal? Unless an acquiring company has answered these questions to its satisfaction, the acquisition it is making will be very likely to end badly.
La resiliencia es un término proveniente de las ciencias físicas que resume la capacidad para desarrollar un sistema de sentir, pensar y actuar por parte de los grupos humanos o de un individuo, para lograr el enfrentamiento efectivo frente a las adversidades provenientes de la turbulencia social o empresarial. El concepto recoge aportes de las ciencias sociales y del comportamiento en escenarios comunitarios, pero tiene una evidente validez para analizar los procesos de cambio y de crisis en el ámbito organizacional-empresarial. Es probable que desde esta óptica aparezcan propuestas concretas para enfrentar la crisis que padece nuestra región. independencia, relación, iniciativa, humor, creatividad, moralidad. Generalmente cuando se aborda el tema de las crisis en las empresas nos referimos a sus resultados finales en términos de mercado, de finanzas o de producción. No se estudian en profundidad los procesos, las decisiones y las conductas que obtuvieron los resultados. Los comportamientos tanto colectivos como individuales que ayudaron a sortear la crisis y que en el fondo son los potenciadores de los resultados, generalmente pasan a un segundo plano.
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