The University of Canterbury is known internationally for the Origins of New Zealand English (ONZE) corpus (see Gordon et al 2004). ONZE is a large collection of recordings from people born between 1851 and 1984, and it has been widely utilised for linguistic and sociolinguistic research on New Zealand English. The ONZE data is varied. The recordings from the Mobile Unit (MU) are interviews and were collected by members of the NZ Broadcasting service shortly after the Second World War, with the aim of recording stories from New Zealanders outside the main city centres. These were supplemented by interview recordings carried out mainly in the 1990s and now contained in the Intermediate Archive (IA). The final ONZE collection, the Canterbury Corpus, is a set of interviews and word-list recordings carried out by students at the University of Canterbury. Across the ONZE corpora, there are different interviewers, different interview styles and a myriad of different topics discussed. In this paper, we introduce a new corpus – the QuakeBox – where these contexts are much more consistent and comparable across speakers. The QuakeBox is a corpus which consists largely of audio and video recordings of monologues about the 2010-2011 Canterbury earthquakes. As such, it represents Canterbury speakers’ very recent ‘danger of death’ experiences (see Labov 2013). In this paper, we outline the creation and structure of the corpus, including the practical issues involved in storing the data and gaining speakers’ informed consent for their audio and video data to be included.
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.
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.
A large number of businesses that used to be in the centre of Christchurch relocated after the earthquakes. Are they satisfied with their new locations and do they intend to return to the central city? We questioned 209 relocated businesses about their relocation history, present circumstances and future intentions. Many businesses were content with their new premises, despite having encountered a range of problems; those businesses that were questioned later in our survey period were more content. The average business in our sample rated the chances of moving back to the central city as around 50 %, but this varies with the type of business. Building height did not emerge as a major issue, but rents may be. The mix of types of business is likely to be different in the new city centre.
