Emergency management and HRM in local governments: HR professionals as network managers

Marco De Sisto, Jillian Cavanagh, Adela McMurray, Timothy Bartram

Research output: Contribution to journalArticlepeer-review

3 Citations (Scopus)


This study examines the relationship between human resource management (HRM) and emergency management (EM) within two local governments. We examine the processes and associated challenges of HRM supporting EM practitioners to develop the skills to engage with the local community. Social exchange theory provides the theoretical foundation to explore and report the qualitative data. Research findings indicate that the relationship between HRM and EM is fragmented, and there is no comprehensive understanding among HRM and EM practitioners of the entire EM process. We suggest that enhancing collaboration between HRM and EM professionals within local governments may be achieved through greater formal and informal network management. HRM professionals must invest in developing managerial practices that engage key EM stakeholders, and mobilise their knowledge and resources to frame and co-create solutions for EM challenges.

Original languageEnglish
Pages (from-to)227-246
Number of pages20
JournalAsia Pacific Journal of Human Resources
Issue number2
Publication statusPublished - Apr 2019
Externally publishedYes


  • emergency management
  • human resource management
  • local government
  • network management
  • public sector


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