This is a new age for both workers and companies. Organizations have attempted to downsize, reengineer, or restructure their way to greatness only to find that such dramatic change efforts fail to produce real long-term economic growth. In the process, these changes have wreaked havoc on the jobs, careers, and lives of employees everywhere. In this new volume of the Professional Practice Series--the first to be published by Jossey-Bass--Manuel London brings together a group of leading research and practice experts to address perhaps the most crucial set of issues facing organizations today--what to do about jobs and workers in turbulent times. In thirteen original chapters, the contributors show how human resource development programs contribute to an organization's viability and growth and the role industrial and organizational psychologists, human resource professionals, and consultants play to help solve organizational or societal problems associated with corporate restructuring and redeployment of workers. The programs detailed here illustrate several successful alternatives to employee displacement and organizational downsizing.Through empirical studies and rich case examples of innovative career development programs in firms as renowned as AT&T, General Electric, and Ford, this book explains the processes for designing and implementing employee development programs that enhance organizational growth and career opportunities. 1. Employee Development and Job Creation: Trends, Problems, OpportunitiesJennifer Jarrett, Joseph F. Coates Part One: Career Development Programs in Changing Organizations 2. Organizational Growth and Employee Advancement: Tracking the OpportunitiesAmy Hurley, Jeffrey A. Sonnenfeld 3. Career Development in Downsizing Organizations: A Self-Affirmation AnalysisJoel Brockner, Robert J. Lee 4. Integrated Human Resource Development: Building Professional Competences and CommunitiesEdward M. Mone, Melissa A. Bilger Part Two: New Patterns of Employment 5. Salvaging Displaced Employees: Job Obsolescence, Retraining, and RedeploymentH. G. Kaufman 6. Managing Part-Time and Temporary Employment Relationships: Individual Needs and Organizational DemandsDaniel C. Feldman 7. Creating and Managing a Resource Link: The Internal Contingent Work ForceJames W. Smither 8. Developing Entrepreneurs: Skills for the Wanna Be, Gonna Be, and Gotta Be Better EmployeesJohn Eggers Part Three: Economic Development and Revitalized Careers 9. Supporting Career Transitions in a Time of Organizational Downsizing: The Michigan JOBS ProgramRichard H. Price, Amiram D. Vinokur 10. Creating Opportunities for Displaced Workers: Center for Commercial CompetitivenessLarry Last, Robert W. E. Peterson, Jack Rappaport, Carin Webb 11. Engaging Displaced Employees in Job Creation: Experiences in High-Tech FirmsGerrit Wolf, Joseph Pufahl, Jeff Casey, Manny London 12. Developing Computerized Outplacement Counseling Programs: The Philadelphia Naval Shipyard and BaseRobert J. Vance, David V. Day 13. Coping with Job Loss: The Collective Activism of Community-Based Job Creation and Retention StrategiesCarrie R. Leana, Daniel C. Feldman