Chapter 9: Disaster Consequence Management

SUMMARY

The critical element in a workplace approach to consequence management for disaster, terrorism and other critical incidents is the integrated planning and response across numerous workplace functions including human resources, employee assistance, security and facilities, medical, occupational health, wellness and work-life. These corporate functions ensure the performance, health, safety and human continuity of the workplace. In this model, workplace professionals charged with the human capital and continuity of their organizations play new crucial roles that require an understanding of (1) the integration of mental health into a public health approach for managing the psychological and behavioral implications of terrorism; (2) the integration of operational continuity planning with human continuity resources; and (3) the integration of workplace preparedness into the larger sphere of population health interventions for the 21st century. This new role of workplace health and productivity professionals is necessary to the health and resiliency of our global community and its citizens in the workplace and at home.     

A process evaluation of individual and organizational occupational stress and health interventions

There is reason to believe that many health and stress interventions fail due to inattention to the effects of intervention implementation processes, but evaluations of these processes are found only rarely in the literature. The objective of the present study was to explore the issue of obstacles to implementation that may occur when stress and health interventions are introduced in work organizations. The study was conducted as a process evaluation of seven different individual and organizational interventions. Interviews were conducted in 22 post offices, 12 organizational units (such as care homes and local administrative units) of a Norwegian municipality, and in 10 shops in a shopping mall. The interviews took place before and after the interventions. The following key process factors were identified: (1) the ability to learn from failure and to motivate participants; (2) multi-level participation and negotiation, and differences in organizational perception; (3) insight into tacit and informal organizational behaviour; (4) clarification of roles and responsibilities, especially the role of middle management; and (5) competing projects and reorganization. For improved studies of interventions in the future we recommend that qualitative and quantitative methods be combined, that researchers build more on natural interventions that occur naturally within the organization, and that a pilot study be undertaken in order to investigate the cultural maturity of the organization.     

Conflict and Conflict Resolution in a Cooperative: The Case of the Nir Taxi Station

What conflict resolution mechanisms dodemocratic worker cooperatives generate and to whatextent could these mechanisms be called democratic? Thiscase study tries to address these questions by examining both conflict and conflict resolution in ademocratic organization, a 66-year-old taxi cooperative.The conflicts presented stem from three main sources:ethnic origin, local division of labor, and“class” affiliation. These conflicts are resolvedthrough different processes, ranging from a joke-tellingritual to a formal tribunal composed of elected judges.Discussion centers on unique aspects of conflict resolution in a democratic worker cooperativeand their implications for studies of conflictresolution in nondemocratic firms.     

Managing workplace stress: A Canadian Delphi study among human resource managers

The human and finacial costs of stress in the workplace have been extensively documented in the literature. The present study used a two-round Delphi methodology with 17 human resource managers from 17 medium-sized and large Canadian organizations. The main purposes of the study were to predict future policy and programme directions as well as expected benefits and constraints on organizations during the 1990s. This panel of experts predicated even greater stress in the workplace in large part due to greater (global) competition and greater resource constraints on organizations for programmes and services for their employees as well as management resistance to such directions. Organization will be challenged to identify cost effective means to prevent or, at least, to amelorate stress. Several practical ideas were generated by the panel for organizations to consider.     

Assessing the effects of ‘big brother’ in a workplace: The case of WAST

The extensive and growing use of electronic performance monitoring in organisations has resulted in considerable debate over the years. This paper focuses on workplace monitoring at the Welsh Ambulance Services Trust (WAST), a provider of emergency services for the people of Wales, in the UK. The key objectives include examining the nature of performance monitoring at its call centres and determining whether employees are micromanaged through the use of workplace surveillance. The findings cover staff (both management and non-management) perceptions, gathered through a questionnaire and interviews as well as observations made in the study areas. The findings revealed that workplace electronic monitoring is not intrinsically all good or all bad. It is value neutral and offers a win–win situation.     

Greater involvement of people living with HIV/AIDS in South Africa

This study reports on a pilot project, the greater involvement of people living with HIV/AIDS Workplace Model, which places trained fieldworkers living openly with HIV/AIDS in selected partner organisations sectors, where they set up, review or enrich workplace policies and programmes. The project adds credibility to partners' HIV/AIDS programmes and creates a supportive environment for people living with HIV/AIDS (PLWHA) and others to speak about HIV/AIDS. Eleven men and women living with HIV, aged between 30 and 45, and with varied life experiences and education levels, shared a willingness to speak about their HIV status in their workplace. They worked in very different environments but their collective experiences showed that PLWHA can add value to workplace HIV/AIDS programmes in a way that is relevant, effective, efficient, sustainable and ethical. They made companies and communities more aware of the intense need for HIV/AIDS policies and encouraged care and support for infected and affected people.