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    Making sense of a mess: “doing” resilience in the vortex of a crisis

    88543.pdf (1001.Kb)
    Access Status
    Open access
    Authors
    Aitken-Fox, Eileen
    Coffey, Jane
    Dayaram, Kantha
    Fitzgerald, Scott
    McKenna, Stephen
    Tian, Amy
    Date
    2022
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Aitken-Fox, E. and Coffey, J. and Dayaram, K. and Fitzgerald, S. and McKenna, S. and Tian, A. 2022. Making sense of a mess: “doing” resilience in the vortex of a crisis. Personnel Review.
    Source Title
    Personnel Review
    DOI
    10.1108/PR-12-2021-0869
    ISSN
    0048-3486
    Faculty
    Faculty of Business and Law
    School
    School of Management and Marketing
    Remarks

    This is an author-created, un-copyedited version of an article accepted for publication in Personnel Review.

    URI
    http://hdl.handle.net/20.500.11937/88720
    Collection
    • Curtin Research Publications
    Abstract

    Purpose The purpose of the paper is to investigate how human resource professionals (HRPs), in a variety of organizations, responded to the crisis brought about by the event of COVID-19. In particular, it aims to show how organizations, across all sectors, in Western Australia responded with urgency and flexibility to the crisis and showed “resilience in practice”.

    Design/methodology/approach The study is based on 136 questionnaire responses, 32 interviews and 25 managerial narratives. The mixed qualitative methodology was designed to enable an investigation of the impact of COVID-19 and the response of HRPs.

    Findings HRPs have responded with agility and flexibility to the impact of COVID-19. They have done so through extensive trial and error, sometimes succeeding, sometimes failing. They have not simply activated a preconceived continuity plan.

    Research limitations/implications The research indicates that resilience is an ongoing accomplishment of organizations and the people in them. The objective was description rather than prescription, and the research does not offer solutions to future pandemic-like situations.

    Practical implications The research suggests that, given the impact of COVID-19 on organizations, HR practices, processes and policies will need to be thoroughly reconsidered for relevance in the post-COVID world. Possible future directions are highlighted.

    Originality/value The research considers the actions of HRPs as they responded to a global crisis as the crisis unfolded.

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