Is the Sky Really Falling?
A View of the Future
When Allen Kraut and Abe Korman originally asked me to write the concluding chapter of this volume, it seemed to me that they were concerned that I/O psychology as a discipline and HRM as management practice were not adapting effectively to the changing nature of work and work organizations. I sensed this also in some writings at that time, especially a series of fascinating articles in TIP (The Industrial-Organizational Psychologist) by Karen May (1995). In addition, I had been asked by the Society for Industrial and Organizational Psychology to conduct a workshop on how well we were adapting to the changes occurring to us and around us, and again there was the implication that we were not doing well. Finally, both the popular press (for example, Uchitelle & Kleinfeld, 1996) and professional business publications like Business Week (for example, “The Pain of Downsizing, ” 1994) were full of articles about the intended and unintended consequences of downsizing
Note: I appreciate the efforts of the authors of the other chapters in this book very much. They presented thoughtful insights around which I could develop the themes of my own chapter. The present version of this chapter was significantly improved based on comments provided by Allen Kraut and Abraham Korman. My chapter was prepared with the financial assistance of the Army Research Institute for the Behavioral and Social Sciences. I am completely responsible for the content of the chapter; nothing in this chapter should be construed to represent positions of the U.S. Army or the Department of Defense.