Improving human resource mobilisation for post-disaster recovery: A New Zealand case study

Sun, Xuguang; Chang‐Richards, Alice; Kleinsman, Trent; Innes, Andrew

doi:10.1016/j.ijdrr.2020.101998

Cited by 8 publications

(6 citation statements)

References 28 publications

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“…Earthquakes, hurricanes, flooding, and other natural disasters are dramatic and destructive events that threaten the well-being of individuals [22]. Such disasters usually have a drastic effect on the psychological well-being of staff, and post-traumatic stress disorder is common among employees in such situations [4].…”

Section: Other Kind Of Crisis and Hrmmentioning

confidence: 99%

“…Tourism and hospitality businesses did use both defensive and offensive responses to survive the pandemic that included the protection of human resources, job redeployment, and performance management. Sustainable HRM did decrease employee fears, and shared leadership and information sharing helped to build trust and lessen the likelihood of getting infected [19,22,62,66,67]. Other studies looked at organisational resilience to survive the first wave of the COVID-19 crisis.…”

Section: Health Crisis and Hrmmentioning

confidence: 99%

“…After the disasters, there was a lack of manpower to rebuild houses and infrastructure. To improve the situation, there is a need for information on infrastructure recovery experts and organisations need to have the capability to use volunteers in effective ways [3,22,23,58,69,70].…”

Section: Natural Disasters and Hrmmentioning

confidence: 99%

“…As already noted, COVID-19, like other crises, has posed many challenges to the persons in charge of HRM in organisations, such as the need for rapid and decisive responses as well as the use of new communication channels and other forms of communication [30]. At the same time, it was noted that so far only very few papers have dealt with these challenges; they were found in the areas of health, i.e., challenges faced by nurse managers [61] and tourism [22,67]. More research is needed on the specific challenges of health crises and their implications for HR managers and their activities.…”

mentioning

confidence: 99%

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Human Resource Management in Crisis Situations: A Systematic Literature Review

Eðvarðsson

Durst

2021

Sustainability

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The paper aims to present a systematic literature review in the field of human resource management in times of crisis since 2008. In that way gaps in the current body of knowledge can be established that justify future research guidelines. The study consists of an analysis of 56 articles published in journals indexed in the Web of Science database. The majority of the papers were published in recent years, indicating a growing interest in the field. To be included, the papers had to be (1) peer-reviewed papers, (2) empirical papers that report on HRM practices in firms, (3) written in English, and (4) published in the period 2008–2021. Four themes were identified: economic crisis and HRM, health crisis and HRM, natural disasters and HRM, and political instability and HRM. The findings provide valuable knowledge and understanding of the present situation of HRM in crises. A number of future research guidelines are presented, which may encourage more research in this crucial field of study.

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Section: Other Kind Of Crisis and Hrmmentioning

confidence: 99%

Section: Health Crisis and Hrmmentioning

confidence: 99%

Section: Natural Disasters and Hrmmentioning

confidence: 99%

mentioning

confidence: 99%

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Human Resource Management in Crisis Situations: A Systematic Literature Review

Eðvarðsson

Durst

2021

Sustainability

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“…In the aftermath of the Great East Japan Earthquake, cleaning activities heavily relied on national and international volunteers [63]. In addition, local construction businesses temporarily transferred employees from other regions of Japan to support their understaffed operations in the Tohoku region [39].…”

Section: Workforce Managementmentioning

confidence: 99%

Build Back Safely: Evaluating the Occupational Health and Safety in Post-Disaster Reconstruction

Carrasco

O’Brien

2023

Sustainability

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Current trends in disaster response and management include various stakeholders, including non-government organisations (NGOs), volunteer groups and other humanitarian organisations, working alongside governmental agencies. Together, they are directly involved in reconstruction efforts, with support often extending from the early response to long-term reconstruction. The common goal of reconstruction efforts spanning the last few decades is the ambition to “Build Back Better”. More recently, there have been efforts to expand the scope of the reconstruction efforts to “Build Back Safer” and to raise awareness about the quality and safety of the final products, such as housing and infrastructure. Disaster management studies rarely address the construction process after disasters, or the working conditions of the builders, and often pay little attention to the health and safety of the extended workforce. This study identifies critical factors affecting workers, volunteers, local communities and other staff working on disaster reconstruction projects through a systematic literature review of academic publications. A total of 35 publications were thematically analysed, reduced from an initial selection of 394 publications selected between 2004 to 2022. The findings from this study highlight the vulnerabilities experienced by workers and the broader community involved in post-disaster reconstruction and acknowledge challenges integrating health and safety concerns into the practice and governance of global humanitarian systems.

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