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Images for support; more images...

Images, UC QuakeStudies

A photograph of the intersection of High Street, Lichfield Street and Manchester Street. Stacks of coloured shipping containers can be seen supporting the facades of buildings on both Lichfield Street and Manchester Street.

Images, UC QuakeStudies

A view down High Street, looking north-west through the cordon fence near the Tuam Street intersection. On the left a line of shipping containers support the facade of a damaged building. Rubble from demolished buildings can be seen in the distance.

Images, UC QuakeStudies

A view down High Street, looking north-west through the cordon fence near the Tuam Street intersection. On the left a line of shipping containers support the facade of a damaged building. Rubble from demolished buildings can be seen in the distance.

Images, eqnz.chch.2010

Friday 22 February 2013. Official Supported Site for River of Flowers: Horseshoe Lake Riverbank on Lake Terrace Road, opposite the bus stop between Oregon and Tangmere Places Hosted by: Burwood Primary School and Community. File reference: CCL-2013-02-22-River-of-FlowersDSC_03401.JPG From the collection of Christchurch City Libraries. ...

Images, UC QuakeStudies

A photograph taken near the intersection of Manchester Street, Lichfield Street and High Street. The old Post Office building, now housing C1 Espresso, can be seen in the distance with Ronnie Van Hout's sculpture on the roof. Coloured shipping containers support the remaining front facade of the Excelsior Hotel building.

Images, UC QuakeStudies

A photograph taken near the intersection of Manchester Street, Lichfield Street and High Street. The old Post Office building, now housing C1 Espresso, can be seen in the distance with Ronnie Van Hout's sculpture on the roof. Coloured shipping containers support the remaining front facade of the Excelsior Hotel building.

Research papers, University of Canterbury Library

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.

Articles, UC QuakeStudies

A copy of a letter from Hugo Kristinsson which was sent to Roger Sutton on 19 September 2013. The letter was sent on behalf of Empowered Christchurch. In the letter, Kristinsson expresses his concern about changes to the Building Act which he states, 'waive liability for the Building Consent Authority when repairs are carried out on homes with land damage'. He also discusses the CERA community forums, which he feel are not fufilling their purpose of supporting and informing the Canterbury community. Lastly, Kristinsson lodges an Official Information Act request, asking for all forum notices and minutes to be released to the public and for access to land information to be provided.

Research papers, University of Canterbury Library

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.