Skip to main content Accessibility help
×
  1. Home
  2. Search

Refine search

Refine search

Access:
Content type:
Publication date:
Apply   From and To filters
Subject: Show more
Journals Show more
Publishers: Show more
Societies Show more
Series: Show more
Collections: Show more

Actions for selected content:

Select all | Deselect all
  • View selected items
  • Export citations
  • Download PDF (zip)
  • Save to Kindle
  • Save to Dropbox
  • Save to Google Drive

Save Search

You can save your searches here and later view and run them again in "My saved searches".

Please provide a title, maximum of 40 characters.
Cancel
×

2 results

  • 20 - Economic Dismissal

  • from Part V - Termination of Employment
  • Hugh Collins, London School of Economics, K. D. Ewing, King's College London, Aileen McColgan, University of Leeds
  • Book:
    Labour Law
    Published online:
    02 October 2025
    Print publication:
    30 November 2025, pp 918-964

  • Summary

    Where the reason for dismissal concerns business reorganisation rather than individual fault, there is a statutory right for employees with a qualifying period of continuous service to claim redundancy payments based on the number of years of service. In some cases of economic dismissal, the reason for dismissal may not fall within the statutory concept of redundancy, but in such cases dismissal can be regarded as fair as dismissal for some other substantial reason. There is statutory protection for wages and some compensation for dismissal in the event of the employer’s insolvency. Dismissals in connection with the sale of the business or outsourcing to a different contractor are automatically unfair dismissals unless the transferor or transferee can demonstrate that the workers were dismissed for redundancy unconnected to the sale.

  • Physician Workforce Response to the COVID-19 Pandemic at an Academic Medical Center

  • Laurie G. Jacobs, Jason A. Korcak, Marygrace Zetkulic
  • Journal:
    Disaster Medicine and Public Health Preparedness / Volume 16 / Issue 2 / April 2022
    Published online by Cambridge University Press:
    12 October 2020, pp. 473-476
    • Article
      • You have access
      • Open access
    • PDF
    • HTML
    • Export citation
  • Objectives:

    The aim of this study was to describe the planning, implementation, and outcome of an acute care physician supplemental workforce during the local coronavirus disease 2019 (COVID-19) surge at a 771-bed academic medical center, from March 25 to May 5, 2020, in New Jersey, United States.

    Methods:

    The Department of Medicine sought participation by “independent” and redeployed “employed” physicians to provide acute hospital care, as well as assistance with occupational health and family communication. Plans addressed training, compensation, clinical privileges, malpractice, and collaboration with the existing hospitalist service.

    Results:

    Redeployed employed physicians (81% internists) selected either acute care (n = 68; median age, 52 y [range, 32-72 y]; 28% female) or non-face-to-face supportive roles (n = 69; median age, 52 y [range, 32-84 y]; 28% female). The redeployed physician group totaled 474 twelve-h daytime shifts typically caring for 10 patients per day. Six employed physicians refused redeployment, and only 3 independent physicians participated (all acute care). Of note, COVID-19 infection occurred in 10 hospitalists and intensivists, and in several redeployed physicians.

    Conclusions:

    Successful physician workforce staffing for medical disasters, such as the COVID-19 pandemic, requires consideration of personal risk, as well as medicolegal, financial, and clinical competency issues.