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Research papers, University of Canterbury Library

The empirical liquefaction triggering chart of Idriss and Boulanger (2008) is compared to direct measurements of the cyclic resistance of Christchurch silty sands via undisturbed and reconstituted lab specimens. Comparisons suggest that overall there is a reasonable agreement between the empirical triggering curve and the interpreted test data. However, the influence of fines on cyclic resistance appears to be over-predicted by the empirical method, particularly for non-plastic silty sands that are commonly encountered in flood over-bank deposits in Christchurch and nearby settlements

Images, Alexander Turnbull Library

The cartoon shows members of the 'Japan Seismic Institute studying an earthquake graph; one of them says 'Where was that Kiwi moonman when we wanted him?' Depicted also is thew 'moonman' Ken Ring as a wizard studying an astrological chart. Behind them all Japan is depicted as a devastated wasteland. Context - the Japanese earthquake and tsunami of 4th March 2011 and the present threat of a nuclear catastrophe. Also the so-called Moon Man, astrologer Ken Ring, who predicted that Christchurch would be hit by a huge earthquake today (20 March 2011). His claims have terrified Cantabrians and led to people fleeing Christchurch. Quantity: 1 digital cartoon(s).

Research papers, University of Canterbury Library

Disasters are rare events with major consequences; yet comparatively little is known about managing employee needs in disaster situations. Based on case studies of four organisations following the devastating earthquakes of 2010 - 2011 in Christchurch, New Zealand, this paper presents a framework using redefined notions of employee needs and expectations, and charting the ways in which these influence organisational recovery and performance. Analysis of in-depth interview data from 47 respondents in four organisations highlighted the evolving nature of employee needs and the crucial role of middle management leadership in mitigating the effects of disasters. The findings have counterintuitive implications for human resource functions in a disaster, suggesting that organisational justice forms a central framework for managing organisational responses to support and engage employees for promoting business recovery.