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Journal articles on the topic 'Outplacement'

Author: Grafiati

Published: 4 June 2021

Last updated: 26 July 2025

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1

Greficz, Magdalena. "Outplacement jako narzędzie polityki społecznej odpowiedzialności przedsiębiorstw w Unii Europejskiej." Środkowoeuropejskie Studia Polityczne, no. 1 (May 31, 2019): 177–90. http://dx.doi.org/10.14746/ssp.2015.1.10.

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Procesy restrukturyzacji zatrudnienia stanowią jeden z najbardziej dotkliwych społecznie efektów zmian zachodzących współcześnie w państwach Unii Europejskiej, wynikających z trwającego od 2008 r. kryzysu gospodarczego. Wydawałoby się, że wobec trudności gospodarczych przedsiębiorstwa będą skupiały się na poprawie wyników finansowych, rezygnując ze stosowania polityki społecznej odpowiedzialności (Corporate Social Responsibility - CSR). Jednym z przykładów działań odpowiedzialnie społecznych, stosowanych przez przedsiębiorstwa podczas kryzysujest outplacement. Celem artykułujest przybliżenie i

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2

Lohaus, Daniela, and Wolfgang Habermann. "Outplacement." WiSt - Wirtschaftswissenschaftliches Studium 38, no. 12 (2009): 650–52. http://dx.doi.org/10.15358/0340-1650-2009-12-650.

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3

Никулин, Г. Э., and С. В. Петров. "Use of outplacement at the enterprise." Экономика и предпринимательство, no. 6(119) (June 23, 2020): 800–802. http://dx.doi.org/10.34925/eip.2020.119.6.167.

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Данная статья посвящается исследованию аутплейсмента. В ней раскрыты методы проведения аутплейсмента, рассмотрены виды аутплейсмента, преимущества и недостатки использования на предприятии. This article discusses such a concept as outplacement. Methods of outplacement are revealed, types of outplacement, advantages and disadvantages of using it in the company are considered.

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4

Kaloshina, Tatiana, and Anna Galimova. "Outplacement: current practice of a responsible employer for transport and logistics companies." E3S Web of Conferences 376 (2023): 04018. http://dx.doi.org/10.1051/e3sconf/202337604018.

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This article looks at the practice of outplacement, which is increasingly being used in transport and logistics companies. In today's environment, a person is dependent on employment. In the case of downsizing, a responsible employer must ensure that the employee leaves the company as gently as possible. Stress and psychological trauma for the employee must be avoided, as job loss affects the financial situation and mental state. Outplacement is important for employers to avoid employment disputes and the risk of damage to the company's reputation. In this article we looked at the practice of

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5

Kazmierczyk, Jerzy, Anna Tarasova, Elena Andrianova, and Adam Baszynski. "Factors Affecting the Use of Outplacement in the Banking Sectors of Poland and Russia." Management 23, no. 2 (2019): 263–80. http://dx.doi.org/10.2478/manment-2019-0030.

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Summary Outplacement is a rare HRM tool; hence there is also a lack of research on it. In turn, banks are treated as enterprises that implemented modern management solutions faster than other companies in the countries of Central and Eastern Europe. The bank is a good entity for outplacement testing. Both Poland and Russia belong to the CEE countries. The Polish economy has been promoted to a group of developed countries. The Polish banking sector relies much more on foreign capital than in Russia, which may be important for the development of outplacement. The main aim of this paper is to rev

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6

Yaparathna, Navodika, Iresha Udayamalee, Megan Gray, et al. "Final-Year Dental Students’ Perceived Confidence: Competencies in General Dentistry." Dentistry Journal 13, no. 6 (2025): 268. https://doi.org/10.3390/dj13060268.

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Background: Competency in providing high-quality, comprehensive patient care is essential for newly qualified dentists. Dental curricula are designed to equip graduates with necessary skills to develop competencies. Outplacement training has been incorporated into most dental curricula to provide broader clinical experience in a real-world situation. Methods: This cross-sectional study aimed to assess (1) the perceived confidence of final-year dental students (FYDSs) at an Australian university with reference to the Australian Dental Council (ADC) professional competencies for newly qualified

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7

Carroll, Michael, and Elizabeth Holloway. "Outplacement/Redundancy Counselling." Employee Counselling Today 5, no. 4 (1993): 10–16. http://dx.doi.org/10.1108/13665629310044712.

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8

Abuzar, Menaka, Felicity Crombie, Karin Bishara, et al. "Pre-Outplacement Perceptions of Dental Students Regarding Rural Oral Health Practice and Associated Factors." Dentistry Journal 8, no. 1 (2020): 22. http://dx.doi.org/10.3390/dj8010022.

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Rural outplacement programs have been offered by Australian universities to encourage dental students to consider rural careers. The dental curricula should be designed to provide graduates with a good understanding of oral health issues that rural oral health care workers face. Pre-outplacement perceptions of dental students on rural practice are considered imperative to review and update the outplacement programs; however, they have not been investigated in detail. An online, anonymous, voluntary survey was conducted among the first-year dental students. The responses were solicited on the l

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9

Waraich, Sushmita Biswal, and Gopa Bhardwaj. "Workforce Reduction and the Need for Outplacement Services." Management and Labour Studies 28, no. 2 (2003): 141–52. http://dx.doi.org/10.1177/0258042x0302800203.

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Employee reduction due to reasons such as merger & acquisitions, restructuring etc. has become a reality now. So it is important to ensure that the victims are treated in a just way. This reduces the chances of the survivors, the remaining employees, to perceive the management as insensitive. Providing outplacement assistance for existing employees is a critical part of managing the transition process. Outplacement is a process through which the counsellor helps the concerned employee in engaging oneself with new opportunities and giving directions for the same. In other words, it is a car

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10

Murray, Patrick. "Outplacement and Careers Counselling." Employee Counselling Today 5, no. 2 (1993): 14–17. http://dx.doi.org/10.1108/13665629310039204.

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11

Crew, Bob. "Computing Winners with Outplacement." Industrial Management & Data Systems 85, no. 11/12 (1985): 22–23. http://dx.doi.org/10.1108/eb057423.

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12

MIRABILE, RICHARD J. "Outplacement as Transition Counseling." Journal of Employment Counseling 22, no. 1 (1985): 39–45. http://dx.doi.org/10.1002/j.2161-1920.1985.tb00813.x.

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13

Choi, Jieun. "An analysis of Employed Workers’ Needs for Outplacement Program." Korean Association For Learner-Centered Curriculum And Instruction 23, no. 9 (2023): 321–36. http://dx.doi.org/10.22251/jlcci.2023.23.9.321.

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Objectives The purpose of this study is to analyze the needs of the outplacement program of workers. to this end, this study conducted a need analysis on 423 employed people working at companies nationwide. Methods For the analysis, t-test, one-way ANOVA analysis, Borich needs and the Locus for Focus Model were conducted. Results First, the gender, age, educational background, company size, field of employment, and career period of employed workers were all significant. Second, there was a significant difference between the importance and the current level in all items of the outpl

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14

ERTEMSİR, Esin, Derya ÇELİK, Özge KOBAK, and Zeynep Sinem NALBANTOĞLU. "A QUALITATIVE RESEARCH ON OUTPLACEMENT SERVICES." Kafkas Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi 13, Kongre Özel Sayısı (2022): 232–57. http://dx.doi.org/10.36543/kauiibfd.2022.ozelsayi11.

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Businesses that dismiss employees for corporate reasons such as downsizing, merger, restructuring, or individual reasons such as poor performance use the Outplacement Services to minimise the negative effects of this difficult process. In this setting, career counseling, job placement assistance, interview coaching etc. may be provided. In this study, interviews were performed with senior HR managers from six organizations in Turkey that provide outplacement either in-house or through consultancy firms. Business-level data were analyzed using theme analysis and qualitative descriptive analysis

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15

Binková, Kristýna, and Zdeněk Bednář. "Outplacement in the Defence Sector Environment." Vojenské rozhledy 26, no. 1 (2017): 22–39. http://dx.doi.org/10.3849/2336-2995.26.2017.01.022-039.

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16

UÇKUN, Seher. "İŞTEN ÇIKARILANA KARİYER DESTEĞİ: OUTPLACEMENT." Social Sciences Studies Journal 5, no. 29 (2019): 297–300. http://dx.doi.org/10.26449/sssj.1202.

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17

Whitehead, James J., and Thomas Torino. "Outplacement in the public sector." Journal of mental health administration 13, no. 2 (1986): 58–63. http://dx.doi.org/10.1007/bf02828464.

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18

Brust, Martin. "Outplacement ist besser als Kündigung." agrarzeitung 76, no. 40 (2021): 11. http://dx.doi.org/10.51202/1869-9707-2021-40-011.

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Frankfurt a.M. Personalabteilungen sind nicht ständig im „War for Talents“. Auch die Trennung von Beschäftigten ist manchmal nötig. Dem Fachkräftemangel zum Trotz gibt es dafür immer wieder die verschiedensten Anlässe. Aber es gibt eine Alternative zur Kündigung oder dem Auslaufenlassen von Verträgen, bei der beide Seiten auf der Gewinnerseite stehen können: das gezielte Outplacement.

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19

Chova, Brigitta, and József Poór. "Reorganizáció, outplacement a versenyképesség érdekébe." Studia Mundi - Economica 4, no. 1 (2017): 3–14. http://dx.doi.org/10.18531/studia.mundi.2017.04.01.3-14.

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20

Martin, Harry J., and Dennis F. Lekan. "Individual differences in outplacement success." Career Development International 13, no. 5 (2008): 425–39. http://dx.doi.org/10.1108/13620430810891455.

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21

Kim, Haka, and BongWhan Kim. "Analysis of Outplacement Counselor's Competency." Journal of Practical Engineering Education 7, no. 2 (2015): 155–61. http://dx.doi.org/10.14702/jpee.2015.155.

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22

Edwards, Jean M., John R. Rudisill, Tim F. Champney, Paul J. Hershberger, Vanessa H. Polaine, and Denise L. Archambault. "Outplacement: Client characteristics and outcomes." Consulting Psychology Journal: Practice and Research 50, no. 3 (1998): 173–80. http://dx.doi.org/10.1037/1061-4087.50.3.173.

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23

McGregor, Michael. "Book Review: Separation and Outplacement." Australian Journal of Career Development 6, no. 2 (1997): 47. http://dx.doi.org/10.1177/103841629700600220.

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24

Moore, Mike, and Barry Spence. "OUTPLACEMENT COUNSELLING AT SMITHKLINE BEECHAM." Employee Counselling Today 2, no. 2 (1990): 13–15. http://dx.doi.org/10.1108/eb006079.

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25

Alewell, Dorothea, and Sven Hauff. "Employers' motives behind outplacement activities." Personnel Review 42, no. 4 (2013): 466–87. http://dx.doi.org/10.1108/pr-09-2011-0137.

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26

Freeman, Suzanne C., and Marilyn Haring-Hidore. "Outplacement for underserved women workers." Journal of Career Development 14, no. 4 (1988): 287–93. http://dx.doi.org/10.1007/bf01473916.

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27

Lucas, Ann F. "Outplacement in a University Setting." Journal of Managerial Psychology 4, no. 4 (1989): 15–20. http://dx.doi.org/10.1108/eum0000000001722.

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28

Freeman, Suzanne C., and Marilyn Haring-Hidore. "Outplacement for Underserved Women Workers." Journal of Career Development 14, no. 4 (1988): 287–93. http://dx.doi.org/10.1177/089484538801400407.

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29

KIRK, JAMES J. "Putting Outplacement in Its Place." Journal of Employment Counseling 31, no. 1 (1994): 10–18. http://dx.doi.org/10.1002/j.2161-1920.1994.tb00407.x.

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30

Sathe, Sanjay. "The right role for outplacement." Employment Relations Today 37, no. 1 (2010): 9–15. http://dx.doi.org/10.1002/ert.20280.

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31

Adensam, Frank. "Konflikte vermeiden durch Gruppen-Outplacement." Bankmagazin 53, no. 4 (2004): 54–55. http://dx.doi.org/10.1007/bf03230221.

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32

Rokjane, Baiba, and Vija Dislere. "OUTPLACEMENT MODEL FOR EMPLOYEES CAREER DEVELOPMENT PROMOTION." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 5 (May 20, 2020): 253. http://dx.doi.org/10.17770/sie2020vol5.4843.

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This article addresses the problem of providing career guidance to professionals who are expected to be made redundant. The aim of this thesis is to develop and to do expert-evaluation of the Outplacement Model for Employees Career Promotion (hereinafter referred to as “Model”). The study was developed in the Latvia University of Agriculture, the Institute of Education and Home Economics within the Master study programme Career Counsellor. An expert evaluation of the Model was carried out with the participation of 5 experts in the field of career counselling and personnel management. In genera

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33

Gyurák Babeľová, Zdenka, Augustín Stareček, Dagmar Cagáňová, Martin Fero, and Miloš Čambál. "Perceived Serviceability of Outplacement Programs as a Part of Sustainable Human Resource Management." Sustainability 11, no. 17 (2019): 4748. http://dx.doi.org/10.3390/su11174748.

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Work and employment are important elements of every working person’s life. If an employee loses his or her job, he or she loses an important and determining part of his or her life. To reduce the negative effects that affect the quality of an employee’s life, outplacement programs were established as a part of sustainable human resource management. Sustainable human resource management emphasises the importance of employee care. Outplacement, for its part, includes support for employees at their last stage in the organization. The main aims of the paper are to present the research results focu

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34

Chwistecka-Dudek, Halina. "OUTPLACEMENT – NOWOCZESNA KONCEPCJA ZARZĄDZANIA ZASOBAMI LUDZKIMI." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 17, no. 2 (2016): 13–27. http://dx.doi.org/10.5604/18998658.1209968.

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35

Tettinger, Thomas. "Outplacement: Unterstützung in Zeiten des Wandels." CIRCULAR ECONOMY 43, no. 6 (2024): 64. http://dx.doi.org/10.51202/2943-3886-2024-6-064.

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In einer sich schnell verändernden Arbeitswelt ist es für viele Arbeitnehmer unerlässlich, sich auf berufliche Veränderungen vorzubereiten. Outplacement bietet eine strukturierte Unterstützung, die Unternehmen ihren Mitarbeitern im Rahmen einer Kündigung oder in Veränderungsprozessen bereitstellen können. Diese Art des partnerschaftlichen Umgangs miteinander kann helfen, Rechtsstreite zu verhindern und die Arbeitgebermarke positiv zu stärken.

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36

Gelb, Betsy D. "When and how to use outplacement." Business Horizons 29, no. 5 (1986): 55–59. http://dx.doi.org/10.1016/0007-6813(86)90053-4.

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37

Mayrhofer, Wolfgang. "Der gegenwärtige Stand der Outplacement-Diskussion." German Journal of Human Resource Management: Zeitschrift für Personalforschung 1, no. 2 (1987): 147–80. http://dx.doi.org/10.1177/239700228700100201.

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38

Butterfield, Lee D., and William A. Borgen. "Outplacement Counseling From the Client's Perspective." Career Development Quarterly 53, no. 4 (2005): 306–16. http://dx.doi.org/10.1002/j.2161-0045.2005.tb00661.x.

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39

AQUILANTI, TARA M., and JANICE LEROUX. "An Integrated Model of Outplacement Counseling." Journal of Employment Counseling 36, no. 4 (1999): 177–91. http://dx.doi.org/10.1002/j.2161-1920.1999.tb01020.x.

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40

Dennis-Escoffier, Shirley. "IRS provides ruling on outplacement services." Journal of Corporate Accounting & Finance 4, no. 3 (1993): 391–96. http://dx.doi.org/10.1002/jcaf.3970040316.

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41

Gaede, Kirsten. "Coaching für Gekündigte." kma - Klinik Management aktuell 11, no. 11 (2006): 124–25. http://dx.doi.org/10.1055/s-0036-1573995.

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Die letzten Monate bis zum endgültigen Ausscheiden aus der Firma sind für entlassene Mitarbeiter eine Tortur. Outplacement kann die Situation erträglicher machen. Rund jeder zweite Mitarbeiter findet mit Unterstützung der Berater eine neue Arbeitsstelle.

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42

Maeran, Roberta, Angelo Boccato, Davide Bottecchia, and Alessandra Cicciarella. "Networking: una possibile strategia per gli interventi di outplacement." RICERCHE DI PSICOLOGIA, no. 3 (December 2021): 1–25. http://dx.doi.org/10.3280/rip2021oa12107.

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Il networking &egrave; una strategia che ha come obiettivo la gestione della propria rete di conoscenze per acquisire informazioni in modo informale, in particolare, su possibili proposte lavorative non pubblicizzate mediante inserzioni. Senza una solida rete di contatti le persone in cerca di lavoro incontreranno maggiori ostacoli nel loro percorso. Nello specifico contesto italiano la maggior parte delle opportunit&agrave; professionali sono nascoste e regolate da un processo di passaparola.Focus della presente ricerca &egrave; quello di descrivere come il networking venga percep

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43

Leonard, H. Skipton. "Outplacement Counseling: A Guide for the Curious." Contemporary Psychology: A Journal of Reviews 41, no. 6 (1996): 614–15. http://dx.doi.org/10.1037/002990.

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44

Doherty, Noeleen. "The role of outplacement in redundancy management." Personnel Review 27, no. 4 (1998): 343–53. http://dx.doi.org/10.1108/00483489810213919.

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45

Urbancová, H. "Means of Staff Number Reduction and Outplacement." Scientia Agriculturae Bohemica 45, no. 3 (2014): 193–202. http://dx.doi.org/10.2478/sab-2014-0108.

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Abstract The paper focuses on staff number reducing in Czech organizations because it is an important issue due to adaptation to changing economic conditions and ongoing financial crisis. The number of organizations reducing their staff number goes up in all sectors of economy including agriculture and the problem is associated with financial costs. The objective is to present the ways of staff number reduction in Czech organizations and outplacement for the laid-off workers and a partial objective is to compare the results with those in the Slovak Republic. Moreover, the paper discusses the r

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46

Stacho, Zdenko, and Katarína Stachová. "Outplacement as Part of Human Resource Management." Procedia Economics and Finance 34 (2015): 19–26. http://dx.doi.org/10.1016/s2212-5671(15)01596-8.

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47

Hillmann, Julia. "Outplacement-Coaching bei Jobverlust Erfahrungsbericht eines Coaches." Organisationsberatung, Supervision, Coaching 13, no. 3 (2006): 251–69. http://dx.doi.org/10.1007/s11613-006-0034-0.

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48

Neinas, Caryl C. "Outplacement Services for the Blue-collar Worker." Journal of Career Development 14, no. 2 (1987): 80–89. http://dx.doi.org/10.1177/089484538701400202.

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49

Neinas, Caryl C. "Outplacement services for the blue-collar worker." Journal of Career Development 14, no. 2 (1987): 80–89. http://dx.doi.org/10.1007/bf01354824.

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50

Briceño, Denny José Pereira, and Doile Enrique Rios Parra. "OUTPLACEMENT COMO HERRAMIENTA ESTRATÉGICA PARA REDUCIR MOMENTOS DE INCERTIDUMBRE EN ORGANIZACIONES: UNA PERSPECTIVA REFLEXIVA Y ATEMPORAL." FACE: Revista de la Facultad de Ciencias Económicas y Empresariales 17, no. 1 (2017): 86. http://dx.doi.org/10.24054/01204211.v1.n1.2017.2581.

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La presente investigación tuvo como principal propósito Comprender el outplacement como herramienta estratégica para la reducción de momentos de incertidumbre en organizaciones. La misma se sustentó teóricamente en autores como Licht, A. (2003), Muñiz (2008), Carmona (2009), León (2006) entre otros. Epistemológicamente, la investigación tiene un abordaje cualitativo, con un método de investigación de tradición cualitativa Fenomenológica. Los tripulantes clave fueron seleccionados de diferentes organizaciones con diversas filosofías y atención, teniendo como única similitud su razón social inic

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