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Despite redundancies having far reaching consequences for organisations, relatively limited attention has been paid to the conflicting experiences of those implementing the redundancy process; the redundancy envoys. By drawing on theories of cognitive dissonance and 'dirty work' we explain how individuals implementing redundancies can experience a disconnect between their outward and inner emotions. We reconceptualise redundancy envoys as quasi-dirty workers as they intermittently perform 'dirty work' tasks that may be perceived as morally tainted, whilst recognising their conventional role incorporates tasks perceived as contrary to that of 'dirty work'. Our study draws on insider research access to redundancy envoys over a five-year period during the implementation of four consecutive redundancy programmes, providing the opportunity to observe decisions and actions in 'real time.' We offer a contemporary reconceptualisation of the redundancy envoywhich permits a deeper understanding of the negative impact on redundancy envoys and offers opportunities to examine how this can be reduced. In addition, it is anticipated that the results of this study will offer support to HR functions in reducing the stigma of 'dirty work' for redundancy envoys with the intention of enhancing the management of redundancy implementation. [ABSTRACT FROM AUTHOR]