A Comparative Analysis of Organizational Response to Traumatic Stress among Workers in the Aftermath of Crisis

Abstract

Analyses the psychological harm to employees in the aftermath of workplace trauma and the comparative responses of managers at two large corporations where workers were traumatized. Notes that individual responses to acute trauma vary considerably; some employees deny symptoms of anxiety which are manifest after a troublesome event, while others openly seek counselling. Similarly, the responses of executives towards the management of workplace trauma also differ. Points out that with US worker compensation claims increasing by 100 per cent in the past six years there is a clarion need for management to examine how well they have prepared their entire staff for the potentiality that a traumatic event could cause chaos for all levels of the organization.

Citation

Barton, L., Braverman, M. and Braverman, S. (1993), "A Comparative Analysis of Organizational Response to Traumatic Stress among Workers in the Aftermath of Crisis", Disaster Prevention and Management, Vol. 2 No. 1. https://doi.org/10.1108/09653569310024494