Slides from a presentation by Dr Bernard Walker at UC CEISMIC's Contestable Fund mini-conference. The presentation was titled, "Building Organisational Resilience: the role of HRM in post-disaster recovery".
A presentation by Dr Bernard Walker and Rosemary Baird at UC CEISMIC's Contestable Fund mini-conference. The presentation was titled, "Building Organisational Resilience: the role of HRM in post-disaster recovery".
An entry from Jennifer Middendorf's blog for 8 February 2013 entitled, "Vote for me!".
An entry from Jennifer Middendorf's blog for 31 May 2013 entitled, "1000 days".
An entry from Jennifer Middendorf's blog for 19 December 2013 entitled, "A couple of delayed entries".
An entry from Jennifer Middendorf's blog for 7 December 2013 entitled, "Moving, baking, and other chaos".
A story submitted by Nicki Reece to the QuakeStories website.
A story submitted by Celina Elliott to the QuakeStories website.
A design guideline which provides guidance to designers on how to carry out a whole of life evaluation of rebuild options.
An entry from Deb Robertson's blog for 4 September 2013 entitled, "We've been living our new life post earthquake for three years now....".
An entry from Deb Robertson's blog for 20 March 2013 entitled, "Road works, Road cones and a Triangle Quilt".
An entry from Deb Robertson's blog for 24 April 2013 entitled, "St Louis 16 Patch.... {an a few thoughts about the ugly bits in life}".
An entry from Deb Robertson's blog for 4 January 2013 entitled, "A quilt for James in the Pallet Pavilion...".
An entry from Deb Robertson's blog for 21 June 2013 entitled, "Buying New Zealand Made...".
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.