Job loss and dislocated workers: Description and opportunities for HRD practice and research

Ronald L. Jacobs, Michael J. Jones

Research output: Contribution to journalArticlepeer-review

Abstract

Job dislocation and job loss are two social issues relevant to the study of human resource development (HRD). This article describes the differing effects of job loss on managers and blue‐collar workers; the responses of governmental agencies, organizations, and unions; the effectiveness of outplacement programs; and opportunities to apply such information to HRD practice and research. According to research on these issues, managers and professionals appear better able to recover from job loss than blue‐collar workers if support to bolster their egos is provided. The Job Training Partnership Act and the Trade Adjustment Assistance Act have created training and employment opportunities as one supportive response. A company's own outplacement program and sources of job‐related information provided by such organizations as the United Auto Workers and the United Mine Workers are other responses. This article discusses the benefits and problems of each type of response. With this background in mind, HRD professionals need to conduct additional research and apply to the workplace some strategic planning models related to job loss and organizational changes, as well as suggest improvements to outplacement programs.

Original languageEnglish (US)
Pages (from-to)251-262
Number of pages12
JournalHuman Resource Development Quarterly
Volume1
Issue number3
DOIs
StatePublished - Jan 1 1990
Externally publishedYes

ASJC Scopus subject areas

  • Arts and Humanities (miscellaneous)
  • Organizational Behavior and Human Resource Management

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