Administered the Sixteen Personality Factor Questionnaire to a group of executives (N=49) within seven days of their severance and compared the derived personality profiles with a normative group of employed business executives. Results showed that terminated executives were statistically different from employed executives on eight of 16…

The removal of group members and the recruiting of new ones are central processes in the maintenance of a group. Bases for determining who will be expelled and who initiated are stated in the form of propositions. (Author/MLF)

Outlines considerations for companies to follow in developing an economic and noneconomic severance policy that eases the trauma of termination and effectively meets individual needs. (Author/IRT)

Tells the story of David C. England, whose career as community college president, has been derailed by his arrest for trafficking in marijuana. The administrator denies selling marijuana, but admits he stored and grew large quantities. (SLD)

Presents case of 34-year-old White female employee relations assistant who lost her job when it was upgraded to personnel administrator for manufacturing, a position for which she was unqualified. Presents employment options available to this client who sought career counseling through the corporation's Employee Assistance Program. (NB)

Responds to case of 34-year-old White female employee relations assistant who lost her job when it was upgraded to a position for which she was unqualified. Suggests three issues to consider in counseling: handling the current situation, analyzing causes of the current problem and how to avoid them in the future, and planning and achieving her…

Responds to case of 34-year-old White female employee relations assistant who lost her job when it was upgraded to a position for which she was unqualified. Discusses information needed by counselor who might work with this client through the corporation's Employee Assistance Program and considers an intervention strategy. (NB)

Captures the shock, pain, and disappointment of a superintendent who was abruptly fired by his board president. Advice hinges on bettering one's bargaining position, developing an action plan, and learning to anticipate people problems before they arise. Lacking meaningful employment, the former superintendent has become a writer and house…

Examined formal sexual harassment charges (N=81) to identify the characteristics of individuals who file formal sexual harassment charges and describes the behaviors and employment-related consequences associated with such charges. Sex, age, marital status, educational level, occupation, and salary distributions of complainants differed…

In 1982 principals of 95 percent of Nebraska high schools responded to a questionnaire regarding amount and types of pressure coaches were under. Results regarding reasons for dismissal were compared with a 1975 study. The types of pressure, sources of pressure, pressure sports, and impact on coaches are discussed. (MT)

Reviews key Supreme Court decisions on free speech rights of public employees. Advises school administrators to be vigilant in discipline or dismissal cases where freedom of speech is an issue. (MD)

Describes current outplacement services and provides a rationale for professional counselor involvement in outplacement activities. Greater awareness of the field and its requirements may increase the effectiveness of outplacement services and encourage counselors to develop expertise in this area. (JAC)

Discusses ways to evaluate outplacement services that are designed to provide displaced executives with skills assessment, resume development, interview preparation, a place from which to work, and continued training and counseling to ensure a smooth career transition. (JOW)

Outlines the advantages of outplacement of redundant personnel both for the company and for the person terminated. Argues that companies should use outside consultants to run their outplacement programs. (IRT)

Reports on a comprehensive examination of the labor market behavior of workers displaced by an industrial plant closing. The analysis discloses relatively high reemployment rates among older displaced workers. (SK)