The presentation reviewed research on the experience of job loss and offered recommendations for individuals experiencing a job loss, outplacement programs assisting those seeking reemployment, companies hiring the unemployed, and public policy designed to address this societal issue.  Recent research on reemployment quality, underemployment, career exploration and planning, and employability provided the backdrop for the recommendations.

The study examined well-being of individuals immediately after they lost their job due to a company closing and again six years later. Well-being was measured in terms of life satisfaction, self-esteem, and stress. Individuals with jobs reported more positive well-being than the unemployed, even if the job was not exactly the type desired.  This finding highlights the importance of becoming reemployed.  Also, individuals who were still viewing the job loss as harmful six years after the fact reported higher levels of stress and lower levels of life satisfaction and self-esteem than individuals who viewed the job loss more optimistically and who felt they had more control over their future.  Last, having higher levels of education predicted more positive well-being. Overall, the results of the study highlight the importance of education, gaining reemployment, and both reframing the experience and taking charge of what happens after the job loss.

The Journal of Managerial Psychology (JMP) focuses on the social impact of managerial psychology. Studies published are concerned with the wider aspects of human resource management that is a result of the application of psychology theory and practice. The journal’s aim is to promote a dialogue between theory and practice, and to disseminate high quality quantitative and qualitative research to student and practitioners of management, psychology and allied fields.

Corporate social responsibility (CSR) initiatives are a major investment for many organizations. These organizations need to understand how applicants perceive CSR efforts if they want to maximize applicant attraction. This study is the first to address this issue by examining how job applicants form their perceptions of organizations based upon different configurations of the economic, legal, and ethical aspects of CSR.  In addition, the study is the first to examine how individual differences in ethical predispositions and Machiavellianism influence the relationship between CSR and applicant attraction. Overall, the results suggest that organizations may be able to maximize the utility of their CSR investments by selectively conveying CSR information in their recruitment brochures so that their ideal applicants will find the organization attractive.

The paper is available in the September issue of the journal (J Bus Psychol (2012) 27:345–362).  The Journal of Business and Psychology (JBP) is an international journal that publishes high quality research designed to advance organizational science and practice.  The journal has a 13% acceptance rate for research submissions.

“Using Large-Scale Archival Datasets for Human Resource Management Research” provided participants with information about acquiring and using archival datasets to study macro- and micro-human resource management issues.

The panel members for the PDW included Jose Cortina, editor of the Organizational Research Methods journal and professor of industrial/organizational psychology at George Mason University; Jay Zagorsky, research scientist for National Longitudinal Survey, Ohio State University Center for Human Resource Research; Yitzhak Fried, professor, Syracuse University; Frank Mullins, assistant professor, N.C. A&T State University; and Mark Schmit, vice president, research, Society for Human Resource Management (SHRM).  Rich Klimoski, professor of management and psychology at George Mason University and Mark Schmit were co-organizers. 

The session was sponsored by the SHRM Foundation and SHRM, and it was designed to provide information and guidance for human resource management researchers who often have difficulty acquiring the desired sample for a research study and/or obtaining a sample large enough to answer the research questions of interest.

The Academy of Management is an international organization of management scholars focused on inspiring and enabling a better world through scholarship and teaching about management and organizations. Approximately 11,000 attendees from around the globe participated in this year’s meeting in Boston.

The SHRM Foundation is a 501(c)(3) nonprofit affiliate of the Society for Human Resource Management. The Foundation advances global human capital knowledge and practice by providing thought leadership and educational support, and sponsoring, funding and driving the adoption of cutting-edge, actionable, evidence-based research.  

As a leading funder of human resource research, over the past three years the Foundation has awarded more than $1.8 million in grants to fund rigorous, original academic research with practical implications for HR management practice. Additionally, the Foundation provides scholarships to professional and student SHRM members, and to doctoral students. The Effective Practice Guidelines series produced by the Foundation makes research findings easily accessible to HR practitioners. Another product, a series of educational DVDs, serves as an educational resource for SHRM chapter programming, staff trainings, and executive education sessions. To learn more about the SHRM Foundation, visit .

The session brought together faculty leaders from doctoral-  and non-doctoral-granting institutions to discuss growing concerns about the pipeline of students applying to and completing management PhDs. In addition to the panel presentations, the session provided an opportunity for participants to share their ideas on this important topic.