Leading in a Post-disaster Setting: Guidance for Human Resource Practitioners

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dc.contributor.authorNilakant, Venkataraman
dc.contributor.authorWalker, Bernard
dc.contributor.authorRochford, Kylie
dc.contributor.authorVan Heugten, Kate
dc.date.accessioned2016-05-26T01:39:06Z
dc.date.available2016-05-26T01:39:06Z
dc.date.issued2013en
dc.description.abstractBased on a qualitative study of four organisations involving 47 respondents following the extensive 2010 – 2011 earthquakes in Christchurch, New Zealand, this paper presents some guidance for human resource practitioners dealing with post-disaster recovery. A key issue is the need for the human resource function to reframe its practices in a post-disaster context, developing a specific focus on understanding and addressing changing employee needs, and monitoring the leadership behaviour of supervisors. This article highlights the importance of flexible organisational responses based around a set of key principles concerning communication and employee perceptions of company support.en
dc.identifier.urihttp://hdl.handle.net/10092/12203
dc.language.isoen
dc.relation.urihttp://www.nzjournal.org/NZJER38%281%29.pdfen
dc.rightsCreative Commons Attribution 4.0 International License.
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/
dc.subjectHuman resources (HR)en
dc.subjectdisasteren
dc.subjectrecoveryen
dc.subjectresilienceen
dc.titleLeading in a Post-disaster Setting: Guidance for Human Resource Practitionersen
dc.typeJournal Article
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