"Your job no longer exists!" from experiences of alienation to expectations of resilience - a phenomenological study

Vickers, Margaret and Parris, Melissa 2007, "Your job no longer exists!" from experiences of alienation to expectations of resilience - a phenomenological study, Employee responsibilities and rights journal, vol. 19, no. 2, pp. 113-125, doi: 10.1007/s10672-007-9038-y.

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Title "Your job no longer exists!" from experiences of alienation to expectations of resilience - a phenomenological study
Author(s) Vickers, Margaret
Parris, MelissaORCID iD for Parris, Melissa orcid.org/0000-0001-8963-7654
Journal name Employee responsibilities and rights journal
Volume number 19
Issue number 2
Start page 113
End page 125
Publisher Springer
Place of publication New York, N.Y.
Publication date 2007-06
ISSN 0892-7545
Keyword(s) phenomenology
Summary We have entered the age of the contingent or temporary worker, the consultant and the subcontractor. Workers are expected to be pliable and tractable; to “fit in.” Being made redundant is also an area where modern workers are expected to be flexible and resilient. However, when these so-called “flexible” workers are told their job no longer exists, the accompanying sense of rejection and alienation can be excruciating. Stories of being made redundant were collected during an exploratory, qualitative study, using Heideggerian phenomenology as the methodological vehicle to capture the lived experiences of those affected. Focused, in-depth interviews were conducted with the ten respondents; nine men and one woman. The stories shared suggest that being made redundant is an alienating experience with respondents sharing feelings of powerlessness, shock, betrayal, shame and social isolation. Unfortunately, those having experienced redundancy were also not as resilient as is routinely assumed. They did not “bounce back” unchanged, but reported significant negative outcomes including fear for the future, underemployment, family disruptions and an erosion of trust. Recommendations are made orienting organisations towards a more human process of redundancy.
Language eng
DOI 10.1007/s10672-007-9038-y
Field of Research 150305 Human Resources Management
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2007, Springer Science + Business Media, LLC
Persistent URL http://hdl.handle.net/10536/DRO/DU:30007071

Document type: Journal Article
Collections: School of Management and Marketing
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