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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.

Images, UC QuakeStudies

Weeds growing through the paving outside the old Post Office building in Cathedral Square. A public walkway through to a small viewing area in the Square was opened up for a few weekends to allow the public to see inside the Red Zone.

Images, UC QuakeStudies

An abandoned residential property at 32 Waygreen Avenue in New Brighton. The front of the section is overgrown with weeds and silt from liquefaction. One brick fence posts remain upright and two others have toppled onto the grass. The gutter has partly flooded.

Images, UC QuakeStudies

A photograph captioned by BeckerFraserPhotos, "The interior of a house at 464 Avonside Drive which has cracks and other evidence of post earthquake life. Large containers of drinking water have been placed behind the armchairs for the next time power and water supplies are interrupted".

Images, UC QuakeStudies

A photograph submitted by Andrew Panckhurst to the QuakeStories website. The description reads, "Peter Symms being cared for shortly after being rescued by Mike Ryan (with blooddy jacket) from the Regent Building in Cathedral Square on 22 February 2011. Originally posted on the CHCH EQ Photos Facebook page".

Images, UC QuakeStudies

Looking south west across Cathedral Square showing the eastern side of Christchurch Cathedral (left), the Godley statue (centre left) with the (from left to right) Chief Post Office, the Regent Theatre Building (directly behind the statue on the corner of Worcester Street), the AMP Building, the Government Life Building and the Grand Theatre.

Research Papers, Lincoln University

Disasters are a critical topic for practitioners of landscape architecture. A fundamental role of the profession is disaster prevention or mitigation through practitioners having a thorough understanding of known threats. Once we reach the ‘other side’ of a disaster – the aftermath – landscape architecture plays a central response in dealing with its consequences, rebuilding of settlements and infrastructure and gaining an enhanced understanding of the causes of any failures. Landscape architecture must respond not only to the physical dimensions of disaster landscapes but also to the social, psychological and spiritual aspects. Landscape’s experiential potency is heightened in disasters in ways that may challenge and extend the spectrum of emotions. Identity is rooted in landscape, and massive transformation through the impact of a disaster can lead to ongoing psychological devastation. Memory and landscape are tightly intertwined as part of individual and collective identities, as connections to place and time. The ruptures caused by disasters present a challenge to remembering the lives lost and the prior condition of the landscape, the intimate attachments to places now gone and even the event itself.

Research papers, University of Canterbury Library

We present the initial findings from a study of adaptive resilience of lifelines organisations providing essential infrastructure services, in Christchurch, New Zealand following the earthquakes of 2010-2011. Qualitative empirical data was collected from 200 individuals in 11 organisations. Analysis using a grounded theory method identified four major factors that aid organisational response, recovery and renewal following major disruptive events. Our data suggest that quality of top and middle-level leadership, quality of external linkages, level of internal collaboration, ability to learn from experience, and staff well-being and engagement influence adaptive resilience. Our data also suggest that adaptive resilience is a process or capacity, not an outcome and that it is contextual. Post-disaster capacity/resources and post-disaster environment influence the nature of adaptive resilience.