Leading in a post-disaster Setting: Guidance for human resource practitioners

Based 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 reso...

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Bibliographic Details
Published in:New Zealand journal of employment relations 2013-01, Vol.38 (1), p.1-13
Main Author: Nilakant, Venkataraman
Format: Article
Language:English
Subjects:
Absenteeism
Aftershocks
Behaviorism (Psychology)
Communication
Disaster recovery
Disaster relief
Disaster victims
Disasters
Earthquakes
Employees
Employers
Evacuations & rescues
Human resource management
Human resources
Industrial relations
Leadership
Management
Perceptions
Personnel management
Psychological aspects
Research design
Studies
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Summary:Based 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.
ISSN:1176-4716
1179-2965
1179-2965