Human resources planning on terrorism and crises in the Asia Pacific region: Cross‐national challenge, reconsideration, and proposition from western experiences
基于系统动力学方法，分析恐怖袭击后组织运营状态的原因，探讨人力资源部门在危机管理中的角色转变，并提出四项关键规划措施，对组织应急管理者和HR从业者具有参考价值。
Abstract Since the 9/11 attacks in the United States (2001) and the two bombing events in Bali (2002, 2005), there has been renewed interest in emergency prevention policies in many organizations around the world. Functional terrorism preparedness requires changes in organizational thinking about external environmental threats. This shift in organizational thinking could be led by human resource departments. In order to achieve this goal, HR departments must redefine their role in terms of crisis management, and then four key planning measures for insuring postemergency operations should be observed. Using system dynamics (SD) methodology, this article examines the causes of states in which organizations operate after terrorist attacks. Based on the qualitative analytic approach of causal loops, this article explores the major challenges for HR development prompted by terrorism. Specifically, we focus on changes both to organizational communication and to workforce planning and succession. These activities are a tremendous challenge immediately following a disaster. A functional HR plan must include elements for proactive alertness, the ability to dispatch inventory, evacuation plans, and record preservation coupled with dissemination to employees and explicit employee training and cross‐cultural management. © 2008 Wiley Periodicals, Inc.