HRM after 9/11 and Katrina
This chapter utilizes the terms disaster, trauma, crisis, tragedy, and catastrophe interchangeably because of their commonalities. It examines the influence of traumatic events from the perspective of a human resources manager. The chapter suggests that in addition to performing traditional functions (e.g., compensation, staffing, appraisal), HR managers will be increasingly required to actively plan for, and respond to, the many traumas capable of affecting their workplace organizations. It begins by discussing the role of disasters on firms' external and internal environments, with particular emphasis on the consequences of uncertainty generated by these events. Because of the importance of employee health and well-being, the chapter focuses largely on the stress-related consequences of trauma. The chapter provides guidelines for pre- and post-trauma activities that HR managers must undertake in order to protect the workforce and facilitate restoration. It closes with suggestions for practicing HR managers related to modes of thinking necessary in this regard.