목차
Ⅰ. 문제제기 및 연구목적
Ⅱ. 아웃플레이스먼트의 정의, 조직 및 연구동향
1. 아웃플레이스먼트의 정의 및 조직
2. 아웃플레이스먼트의 연구동향
Ⅲ. 아웃플레이스먼트 프로그램의 운영
1. 해고의 통보시기
2. 해고면담
3. 직업상실에 따른 심적·물적 지원
4. 직업탐색의 지원
Ⅳ. 아웃플레이스먼트의 사례 및 효과
1. GE의 사례
2. AT&T의 사례
3. 아웃플레이스먼트의 효과
Ⅴ. 결 언
Ⅱ. 아웃플레이스먼트의 정의, 조직 및 연구동향
1. 아웃플레이스먼트의 정의 및 조직
2. 아웃플레이스먼트의 연구동향
Ⅲ. 아웃플레이스먼트 프로그램의 운영
1. 해고의 통보시기
2. 해고면담
3. 직업상실에 따른 심적·물적 지원
4. 직업탐색의 지원
Ⅳ. 아웃플레이스먼트의 사례 및 효과
1. GE의 사례
2. AT&T의 사례
3. 아웃플레이스먼트의 효과
Ⅴ. 결 언
본문내용
ethodological issues in unemployment research: Quantitative and/or Qualitative approach?", Journal Of Occupational & Organizational Psychology, vol. 69, issue 4, pp. 339-349.
Rhine, B.(1984), "Business closings and their effects on employees: The need for new remedies", Labor Law Journal, vol. 35, pp. 268-280.
Runner, D.(1985), "Changes in unemployment insurance legislation during 1984", Monthly Labor Review, vol. 108, no. 1, pp. 43-48.
Scherba, J.(1973), "Outplacement as a personal responsibility", Personnel, vol. 66, pp. 40-44.
Schlossberg, N. K., and Leibowitz, Z.(1980), "Organizational support systems as buffers to job loss", Journal of Vocational Behavior, vol. 17, pp. 204-217.
Schulhof, M. L., and Wilcox, M. D.(1996), "An upside to downsizing", Kiplinger's Personal Finance Magazine, vol. 50, issue 8, pp. 16.
Tucci, L.(1997), "Outplacement becomes big business", Pacific Business News, vol. 35, issue 12, p. 23.
Unger, P.(1995), "Culture shock: tips for transtioners", Management Review, vol. 84, issue 6, pp. 44-47.
Walton, R. E., and Warwick, D. P.(1973), "The ethics of organization development", Journal of Applied Behavioral Science, vol. 9, no. 6, pp. 681-698.
Wanberg, C. R. and L. M. Hough(1995), "Unemployment and Outplacement: An Organizational Psychological Perspective", in Broderick, R. F. (ed.), Issues in Civilian Outplacement Strategies: Proceedings of a Workshop, Washington, D. C.: National Academy Press, 1996, pp. 14-32.
Warr, P.(1978), "A study of psychological well-being", British Journal of Psychology, vol. 69, pp. 111-121.
Wooten, K. C.(1996), "Predictors of client satisfaction in executive outplacement: implications for service delivery", Journal of Employment Counseling, vol. 33, issue 3, pp. 106-114.
Zetlin, M.(1993), "How one ex-IBMer is coping", Management Review, vol. 82, issue 8, pp. 25-29.
ABSTRACT
The Effects of Outplacement Program
Ahn, Kwan Young
Outplacement and unemployment are stressful life events that can have a negative impact on individual and family life. Many researchers note that individuals vary in their abilities to cope with job loss, although there is evidence that the way an organization handles outplacement can mitigate individuals' negative emotions. Wanberg and Hough(1995) add that this applies to individual employees who are staying with an organization(survivors), as well as those who are leaving.
As many scholars suggest, a desired outplacement result for individuals is the effective management of stress, and it appears that the way the organization manages outplacement practices can help achieve the result. Also how the effectiveness of outplacement practices may vary with individual demographic differences(age, gender, race etc.) and individual social psychological difference(self-esteem, limited support networks, scare financial resources). The implication is that outplacement practices may require some customization in order to have the desired results for different groups or individuals.
Rhine, B.(1984), "Business closings and their effects on employees: The need for new remedies", Labor Law Journal, vol. 35, pp. 268-280.
Runner, D.(1985), "Changes in unemployment insurance legislation during 1984", Monthly Labor Review, vol. 108, no. 1, pp. 43-48.
Scherba, J.(1973), "Outplacement as a personal responsibility", Personnel, vol. 66, pp. 40-44.
Schlossberg, N. K., and Leibowitz, Z.(1980), "Organizational support systems as buffers to job loss", Journal of Vocational Behavior, vol. 17, pp. 204-217.
Schulhof, M. L., and Wilcox, M. D.(1996), "An upside to downsizing", Kiplinger's Personal Finance Magazine, vol. 50, issue 8, pp. 16.
Tucci, L.(1997), "Outplacement becomes big business", Pacific Business News, vol. 35, issue 12, p. 23.
Unger, P.(1995), "Culture shock: tips for transtioners", Management Review, vol. 84, issue 6, pp. 44-47.
Walton, R. E., and Warwick, D. P.(1973), "The ethics of organization development", Journal of Applied Behavioral Science, vol. 9, no. 6, pp. 681-698.
Wanberg, C. R. and L. M. Hough(1995), "Unemployment and Outplacement: An Organizational Psychological Perspective", in Broderick, R. F. (ed.), Issues in Civilian Outplacement Strategies: Proceedings of a Workshop, Washington, D. C.: National Academy Press, 1996, pp. 14-32.
Warr, P.(1978), "A study of psychological well-being", British Journal of Psychology, vol. 69, pp. 111-121.
Wooten, K. C.(1996), "Predictors of client satisfaction in executive outplacement: implications for service delivery", Journal of Employment Counseling, vol. 33, issue 3, pp. 106-114.
Zetlin, M.(1993), "How one ex-IBMer is coping", Management Review, vol. 82, issue 8, pp. 25-29.
ABSTRACT
The Effects of Outplacement Program
Ahn, Kwan Young
Outplacement and unemployment are stressful life events that can have a negative impact on individual and family life. Many researchers note that individuals vary in their abilities to cope with job loss, although there is evidence that the way an organization handles outplacement can mitigate individuals' negative emotions. Wanberg and Hough(1995) add that this applies to individual employees who are staying with an organization(survivors), as well as those who are leaving.
As many scholars suggest, a desired outplacement result for individuals is the effective management of stress, and it appears that the way the organization manages outplacement practices can help achieve the result. Also how the effectiveness of outplacement practices may vary with individual demographic differences(age, gender, race etc.) and individual social psychological difference(self-esteem, limited support networks, scare financial resources). The implication is that outplacement practices may require some customization in order to have the desired results for different groups or individuals.
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