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The purpose of this paper is to examine the role of human resources (HR) leaders in disaster preparedness and response efforts of organizations. The study used Bronfenbrenner's Ecological Systems Theory as anchor and was conducted in the Philippines – a country that regularly experiences disruptions due to disasters.

The study utilized a phenomenological approach in gathering and analyzing data from semi-structured interviews with 16 HR leaders. They hold either an executive or managerial position and belong to organizations situated in areas that have experienced disasters within the past two years. The areas are likewise prone to further experience of disasters such as flooding, earthquake and volcanic eruption as identified by international disaster watch organizations.

Results surfaced three superordinate themes that reflect the role of HR in disaster situations – (1) contributor to the business continuity plan formulation and implementation; (2) in-charge of building a disaster-resilient culture; and (3) primary unit that takes care of employee wellbeing and welfare during and post-disaster.

The study identified factors that can help HR in fulfilling its role of surfacing and addressing employee needs amidst disasters.

The study expands literature on strategic human resource management by describing the positioning of HR in disaster preparedness and response efforts of organizations and illustrates how HR puts focus on the human side of organizational crises management.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study of 16 HR leaders in the Philippines examined the role of HR leaders in disaster preparedness and response efforts. The results revealed three themes reflecting HR’s role. (1) Contributing to business continuity plan formulation and implementation. (2) In charge of building a disaster-resilient culture. (3) Being the primary resource that takes care of employee wellbeing and welfare during and post-disaster.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

In recent years, the issue of human trafficking has become a key component of a growing number of corporate social responsibility initiatives, in which multinational corporations have furthered the pursuit of “market based solutions” to contemporary social concerns. This essay draws upon in-depth interviews with and ethnographic observations of corporate actors involved in contemporary anti-trafficking campaigns to describe a new domain of sexual politics that feminist social theorists have barely begun to consider. Using trafficking as a case study, I argue that these new forms of sexual politics have served to bind together unlikely sets of social actors – including secular feminists, evangelical Christians, bipartisan state officials, and multinational corporations – who have historically subscribed to very different ideals about the beneficence of markets, criminal justice, and the role of the state.

This study aims to quantify and prioritize the financial performance (FP) determinants in Indian small and medium-sized enterprises (SMEs).

Analytic hierarchy process, a multi-criteria decision-making tool, was used. Experts were allowed to express the opinion regarding the relative importance of each factor and sub-factors by making pairwise comparisons through a structured questionnaire based on a nine-point scale.

Market orientation (0.4529) was perceived as the most important FP determinant followed by the entrepreneurial orientation (0.3382) and corporate social responsibility (0.2089) in SMEs.

This study can be considered as a pilot study because it is confined to Indian SMEs. Future research studies can incorporate the opinion or insights of other stakeholders and may target the SMEs situated in different geographical areas.

The inferences drawn in this study would clarify the conceptual and contextual applicability of competitive strategies in SMEs. Indeed, proposed hierarchy and developed framework would guide the SMEs in strategic planning. Moreover, it would help in repositioning and alignment of core strategies duly with business objectives.

The study represents the foremost step and a unique effort in the area of development of hypothetical model (a hierarchal model) with the framework considered to prioritize the FP determinants in SMEs.