Variations in employees' perceptions of organizational disaster preparedness

Abstract

Few studies have sought to understand the different kinds of preparedness measures public, private and nonprofit organizations adopt and the factors motivating these organizations to adopt different kinds of preparedness measures. The present study addresses these gaps in research using perceptions from 1,960 public, private and nonprofit employees. Results indicate significant variations in public, private and nonprofit employees' perceptions of the kinds of preparedness measures their organizations adopt. Findings also suggest there are variations in the factors motivating public, private and nonprofit organizations to adopt different kinds of preparedness measures. The results provide important insights to emergency managers aiming to increase the levels of disaster preparedness among organizations within their communities.

Crisis management as practice in small‐ and medium‐sized enterprises during the first period of COVID‐19

“…The advantage of CM‐as‐practice is that, rather than departing from an optimum according to which firms should be fully prepared to deal with the crisis through business continuity plans, analytical methods, and specific crisis teams, it zooms in on the actors and arenas where crisis management is conducted. In line with contemporary research on crisis management (see especially, Alonso et al, 2021 ; Kim & Lim, 2020 ; Kuckertz et al, 2020 ; Tyler et al, 2020 ), our results show clearly that we should not expect these SMEs to have any of the features of the planning paradigm. Instead, they rely on established arenas and, if anything, they seem to become less reliant on input from others, which previous studies have shown to be a success factor in crisis management (Elliott et al, 2010 ; Sauser et al, 2018 ; Torres et al, 2019 ).…”

“…The crisis management literature has paid specific attention to the planning for potential crisis (Doern, 2016 ; Herbane, 2013 ; Runyan, 2006 ; Tyler et al, 2020 ). Common to several studies is the view that preparation for crises pays off (Corey & Deitch, 2011 ; Mitroff & Alpaslan, 2003 ; Pearson & Clair, 1998 ; Runyan, 2006 ), and that planning is key to success both for individuals and for companies.…”

“…Some have even argued that with an effective plan, companies should be able to turn adversity into an advantage. Despite the potential positive effects of crisis plans, several studies have revealed the absence of formal plans for crisis among SMEs (Herbane, 2010 ; Runyan, 2006 ), and that the preparedness measures taken by firms differs greatly (Tyler et al, 2020 ). A study by Woodman and Hutchings ( 2010 ) found that only 29% of small businesses had a crisis management plan, while Herbane ( 2010 ) referred to a study of 1000 SME owners/managers in which 49% of them reported that they had no plans to deal with threats to their business.…”

Knowing Well, Being Well: well-being born of understanding: Climate Change & Well-Being: The Role for Health Promotion Professionals

“…Surveys of U.S. businesses and other employers have repeatedly shown insufficient levels of preparedness for even “normal” emergencies, let alone increasingly extreme disasters fueled by climate change. 35 -38 One such example comes from Hurricane Harvey, in 2017. Multiple studies indicate that climate change intensified Harvey’s rainfall, contributing to catastrophic flooding across 70% of Harris County, Texas.…”

How Can U.S. Employers Keep Workers Safe From the Health Harms of Climate Change?

“…Surveys of U.S. businesses and other employers have repeatedly shown insufficient levels of preparedness for even ''normal'' emergencies, let alone increasingly extreme disasters fueled by climate change. [35][36][37][38] One such example comes from Hurricane Harvey, in 2017. Multiple studies indicate that climate change intensified Harvey's rainfall, contributing to catastrophic flooding across 70% of Harris County, Texas.…”