Understanding the New Reality of Layoffs and Helping Employees Find Solutions to Cope

KEY FINDINGS · In general, job tenure in the United States has shortened significantly over recent decades, particularly for relatively older male workers. · Stock prices, which used to react negatively to job loss announcements, began to react less negatively in the recent past, and now tend to react slightly positively. · CEO pay is correlated with layoffs, but, when company size is controlled for, there is no relationship between CEO pay and layoffs. · Laid-off workers are less well off than in the past, in terms of subsequent wages, reemployment, and health. · While there are some alternatives to layoffs, firms tend not to use them

Rules of Attraction: Job Seekers Use Negative News to Filter Initial Search

KEY FINDINGS · In contrast to popular belief that any publicity is good publicity, the researchers found that exposure to negative information about a company had both immediate and longer lasting effects on important recruitment outcomes. · Job seekers exposed to negative information about a previously unknown company were much less attracted to that company immediately after exposure, and had fewer intentions to apply for jobs there. · The effect of negative information on job seeker attraction is persistent—one week later, its impact remains much larger than that of positive information. · Job seekers also found it easier to recall more overall judgments of organizations one week after being exposed to negative versus favorable information

An Employment Systems Approach to Turnover: Human Resources Practices, Quits, Dismissals, and Performance

Key Findings • Organizations using high-involvement work practices have lower rates of quits, dismissals, and total turnover, which in turn leads to higher rates of customer satisfaction. • Long-term investments in employees—such as the use of internal promotions , high relative pay, pensions, and full-time employment—lead to lower rates of quits, dismissals, and total turnover. • HR practices that emphasize short-term performance such as intensive performance monitoring and commission-based pay—lead to higher rates of quits, dismissals, and total turnover

Strategically Deploy HR Practices to Increase Worker Commitment and Reduce Turnover

Key Findings • Employees’ collective affective commitment, or their tendency as a group to feel loyal to and supportive of their employer, decreases their rate of turnover. • HR practices that motivate and empower workers tend to foster employees’ commitment to the organization. These practices, through increased commitment, reduce workers’ tendency to leave. • HR practices for recruiting and training, by contrast, do not necessarily increase employees’ commitment to the organization. Such HR practices, which are geared to bringing skills in house or developing current employees, can actually increase turnover

CAHRS hrSpectrum (November - December 2005)

HRSpec04_12.pdf: 163 downloads, before Oct. 1, 2020

CAHRS hrSpectrum (November - December 2002)

HRSpec02_12.pdf: 85 downloads, before Oct. 1, 2020

CAHRS hrSpectrum (September - October 2005)

HRSpec05_10.pdf: 68 downloads, before Oct. 1, 2020