Employee Relations: An International Journal

1981 Employee Relations: An International Journal

doi: 10.1108/eb054968

Few of the men in the sample had been unemployed long enough to trace the full sequence of feelings previously described. The reported feelings, therefore, represented initial reactions and reactions in the early months. They are summarised in the table below

1981 Employee Relations: An International Journal

doi: 10.1108/eb054969

Previous studies of unemployment have suggested that when work disappears, knowing what to do with yourself becomes progressively more difficult, inactivity settling in after the initial reaction, bringing with it boredom, demoralisation and further inactivity. The studies suggested that it had become a major problem within the sixmonth period that most of these men had been unemployed. One explanation given was that, particularly for blue collar workers, the problem derived from having too little experience of leisure, another that to have to rely exclusively one's own initiative for all structure and purposeful activity, as the unemployed do, might be just too demanding psychologically. The first would suggest that people could learn to use time themselves, the second that some kind of outside organisation is necessary. Hence, the question arose as to whether a sample of white collar managers and professional workers in 1980 coped with the problem differently or better.

1981 Employee Relations: An International Journal

doi: 10.1108/eb054970

Seeking employment was the other major area of activity. In some cases, the delays already referred to legal proceedings and continuing involvement in the previous job delayed the seeking of a new job. Several men commented also on other uncontrollable factors that enforced a delay, particularly public holiday periods when employers were not interested and strikes, both in related industries and in one case in the printing industry where relevant journals were not published. Hence, it was not always possible to start looking for a job straight away. However, excluding these delays, the pattern of job hunting was as follows

1981 Employee Relations: An International Journal

doi: 10.1108/eb054971

The remaining question about reactions to unemployment for this group was whether they passed through the same phases of shock, optimism, pessimism and acceptance suggested in previous studies. Harrison referred to doubt beginning within three weeks, demoralisation starting by the 11th week and beginning to settle by the 17th week, about four months. Hill suggested that after nine months to a year out of work the individual tends to settle down to a life of unemployment. Fifteen of the men in this sample had been unemployed for between two and six months, two for eight or nine months, and three for between one and two years. Most had passed through the shock phase, but none really had reached the pessimism or acceptance stage. A few did go through spells of pessimism about getting another job, but this could not be taken as permanent pessimism. Few had reached the stage of accepting a lower job or salary. On the basis of their self report, either this group was not going through the same phases as previously reported for blue collar workers or they were going through them at a much slower pace. The evidence suggested that as a result of several factors, the latter was the case.

1981 Employee Relations: An International Journal

doi: 10.1108/eb054972

It is always dangerous to make generalisations from one group of people to specific individuals, because each person's circumstances and experiences are different. There is a danger of creating a selffulfilling prophesy rather than using the information to anticipate and cope more effectively with the problems which may be encountered. However, taking this caution into account, the understanding of hindsight provided by the men interviewed may be used to provide tentative guidelines for those facing the same situation.

1981 Employee Relations: An International Journal

doi: 10.1108/eb054973

It is evident from these interviews that the way a person was made redundant can affect substantially the way he handled the practical and emotional problems which often can occur. It was equally evident that companies often increased these problems rather than facilitating the process. It is difficult to believe that most employers would want this and more likely that the company feels forced into this position by its own difficulties. Moreover, it is potentially damaging to the company since the way redundancy is handled may affect the morale and commitment of those who remain. Hence, there is potential benefit to both employer and employee in handling redundancy sensitively and, even given the difficulties of a company making people redundant, it should be possible to implement some strategies to ease the path of the unemployed person.