The loss of one's job is considered a traumatic life-changing event. Both for legal protection as well as demonstrating good corporate citizenship, companies developed programs to aid their senior managers transition to new careers after being terminated from their jobs. As the trend of business re-engineering and downsizing increased, a new industry, the outplacement industry, was created dedicated to address the growing population of displaced individuals. The rapid and uncontrolled growth of the industry with widely diverse program offerings caused many to question the value of the services provided. Researchers continue to note the inability to define specific practices that achieve superior outcomes. This study examined the effects of Dispositional Resistance to Change (DRTC) on an outplacement program. It was proposed that DRTC would negatively affect both the time a participant would spend in the program in preparation for their job search as well as the time taken to achieve their new job. 167 respondents participating in an established outplacement program were surveyed using Oreg's (2003) Dispositional Resistance to Change Scale score for the independent variable. The dependent variable data were acquired using the same survey instrument. Quantitative correlation analysis was performed on the data. Neither of the two null hypotheses stating that DRTC was not correlated to time taken in the program nor time to next job was rejected. It is hypothesized that additional, overwhelming factors such as Maslow's (1943) needs primacy, or Argyris and Schön's (1978) defensive routines may present confounding and overwhelming effects on the research. Broader, qualitative investigations toward better defining both factors and outcomes are suggested.
|Subjects||Management; Occupational psychology|
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