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Strategic Human Resource Management Adaptation for Enhancing Workforce Resilience in Disaster (Management)-Prone Organizations

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Bibliographic Details
Title: Strategic Human Resource Management Adaptation for Enhancing Workforce Resilience in Disaster (Management)-Prone Organizations
Authors: Tan, Kwan Hong
Publisher Information: Zenodo, 2025.
Publication Year: 2025
Subject Terms: Workforce/ethics, Leadership Development, Resilience, Psychological/classification, Disaster-Prone Organizations, Residence Characteristics/statistics & numerical data, Disasters, Workforce/history, Residence Characteristics, Strategic Human Resource Management, Disaster zone, Workforce/standards, Residence Characteristics/history, Disaster preparedness, SHRM, Residence Characteristics/classification, Resilience, Economic resilience, Workforce Diversity, Crisis management, Workforce/trends, Human Resource, Workforce/economics, Workforce/statistics & numerical data, Crisis-Specific Training, Resilience, Psychological, Disaster prevention, Resilience, Psychological/ethics, Workforce Resilience, Workforce/classification, Disaster risk, Leadership, Crisis Intervention, Workforce/organization & administration, Disaster, Workforce, Human Resource Management
Description: The frequency and complexity of natural and man-made disasters, including pandemics and climate-related crises, demand that organizations—particularly those in high-risk sectors—prioritize workforce resilience. Strategic Human Resource Management (SHRM) plays a vital role in fostering such resilience by aligning HR practices with long-term adaptability, psychological support, and crisis preparedness. This study aims to examine how SHRM adaptations contribute to workforce resilience in disaster-prone sectors. It identifies the relative influence of four SHRM dimensions—strategic workforce planning, crisis-specific training, psychological support services, and leadership development—on employee resilience outcomes. A quantitative, cross-sectional survey was conducted among 285 professionals from healthcare, emergency services, humanitarian aid, and critical infrastructure sectors. A structured questionnaire assessed SHRM practices and workforce resilience using validated instruments. Exploratory factor analysis confirmed construct validity, and Cronbach’s alpha ensured reliability (α > 0.79). Data were analyzed using descriptive statistics, Pearson correlations, multiple regression, and ANOVA with SPSS 26. Strategic workforce planning (M = 4.01, SD = 0.58) and leadership development (M = 3.94, SD = 0.62) were highly rated SHRM practices. Workforce resilience also scored high (M = 4.03, SD = 0.56). All SHRM dimensions significantly predicted resilience, with strategic planning (β = 0.27) and leadership (β = 0.25) showing the strongest effects. The model explained 46% of the variance in workforce resilience (R² = 0.46). ANOVA revealed significant sectoral differences (F = 4.37, p = 0.005), with healthcare and emergency services reporting higher resilience than critical infrastructure. SHRM is a key strategic enabler of workforce resilience in disaster-prone organizations. Proactive HR planning, leadership development, and integrated support systems significantly enhance employees' ability to adapt and perform under crisis. These findings advocate for embedding resilience-focused HR practices across organizational levels, particularly in high-risk sectors facing recurrent disruptions.
Document Type: Article
Language: English
DOI: 10.5281/zenodo.17067638
DOI: 10.5281/zenodo.17067637
Rights: CC BY
Accession Number: edsair.doi.dedup.....2e4297231a5328d9aeaf33270e1361c0
Database: OpenAIRE
Description
Abstract:The frequency and complexity of natural and man-made disasters, including pandemics and climate-related crises, demand that organizations—particularly those in high-risk sectors—prioritize workforce resilience. Strategic Human Resource Management (SHRM) plays a vital role in fostering such resilience by aligning HR practices with long-term adaptability, psychological support, and crisis preparedness. This study aims to examine how SHRM adaptations contribute to workforce resilience in disaster-prone sectors. It identifies the relative influence of four SHRM dimensions—strategic workforce planning, crisis-specific training, psychological support services, and leadership development—on employee resilience outcomes. A quantitative, cross-sectional survey was conducted among 285 professionals from healthcare, emergency services, humanitarian aid, and critical infrastructure sectors. A structured questionnaire assessed SHRM practices and workforce resilience using validated instruments. Exploratory factor analysis confirmed construct validity, and Cronbach’s alpha ensured reliability (α > 0.79). Data were analyzed using descriptive statistics, Pearson correlations, multiple regression, and ANOVA with SPSS 26. Strategic workforce planning (M = 4.01, SD = 0.58) and leadership development (M = 3.94, SD = 0.62) were highly rated SHRM practices. Workforce resilience also scored high (M = 4.03, SD = 0.56). All SHRM dimensions significantly predicted resilience, with strategic planning (β = 0.27) and leadership (β = 0.25) showing the strongest effects. The model explained 46% of the variance in workforce resilience (R² = 0.46). ANOVA revealed significant sectoral differences (F = 4.37, p = 0.005), with healthcare and emergency services reporting higher resilience than critical infrastructure. SHRM is a key strategic enabler of workforce resilience in disaster-prone organizations. Proactive HR planning, leadership development, and integrated support systems significantly enhance employees' ability to adapt and perform under crisis. These findings advocate for embedding resilience-focused HR practices across organizational levels, particularly in high-risk sectors facing recurrent disruptions.
DOI:10.5281/zenodo.17067638