Stevens, M (2022) The unintended benefits of being made redundant: Building strategic capabilities in the implementation of redundancies. In: University Forum for Human Resource Development Proceedings . (Mind the Gap: Bridging Theory and Practice in the Post-Covid Era, Sheffield Hallam University).

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Abstract

This research focuses on the ironic and unintentional benefits redundancy envoys have gained in developing their strategic capabilities when implementing redundancies, through the unfortunate experience of being made redundant themselves. My research posits that having previous experience of being made redundant, helps redundancy envoys in developing and practicing effective strategies and deploying specialists’ skills when implementing redundancies which include key leadership skills such as empathy and strategic decision making. No known study explores the learning and personal development gained from being at risk of redundancy and how these skills apply to the effective implementation of redundancy. This research progresses the simulation theory of empathy (Goldman, 2006) which suggests that we anticipate and make sense of the behaviour of others by drawing on mental processes that produce similar behaviour.

Item Type:	Conference or Workshop Item (Paper)
Subjects:	H Social Sciences > HF Commerce > HF5001 Business H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions:	Business & Management (from Sep 19)
Publisher:	Sheffield Hallam University
SWORD Depositor:	A Symplectic
Date Deposited:	28 Jun 2022 11:21
Last Modified:	28 Jun 2022 11:21
URI:	https://researchonline.ljmu.ac.uk/id/eprint/17172

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