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    Post-disaster Management of Human Resources: Learning From an Extended Crisis

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    12644714_ResOrgs Working Paper Nilakant Walker 2013_03.pdf (5.650Mb)
    Author
    Nilakant, V.
    Walker, B.
    Rochford, K.
    Date
    2013
    Permanent Link
    http://hdl.handle.net/10092/7840

    Disasters are rare events with major consequences; yet comparatively little is known about managing employee needs in disaster situations. Based on case studies of four organisations following the devastating earthquakes of 2010 - 2011 in Christchurch, New Zealand, this paper presents a framework using redefined notions of employee needs and expectations, and charting the ways in which these influence organisational recovery and performance. Analysis of in-depth interview data from 47 respondents in four organisations highlighted the evolving nature of employee needs and the crucial role of middle management leadership in mitigating the effects of disasters. The findings have counterintuitive implications for human resource functions in a disaster, suggesting that organisational justice forms a central framework for managing organisational responses to support and engage employees for promoting business recovery.

    Subjects
    organisational resilience and HRM
     
    resilience
     
    HRM
     
    disaster
     
    organisational crisis
     
    Field of Research::15 - Commerce, Management, Tourism and Services::1503 - Business and Management::150305 - Human Resources Management
     
    Field of Research::15 - Commerce, Management, Tourism and Services::1503 - Business and Management::150311 - Organisational Behaviour
    Collections
    • Business and Law: Working Papers [180]
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