Human Resources Management and Learning from Crisis

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Organizations face turbulent environments where accidents happen, usually because warning signals such as near misses and incidents have been ignored. Nevertheless some organizations are capable of facing risk environments and learn from unexpected events through a mindfulness infrastructure, being known as High Reliability Organizations [HROs]. Accordingly to Weick and Sutcliffe 92007) HROs' success is linked to the implementation of a mindfulness infrastructure which has five principles: 1) preoccupation with failure; 2) reluctance to simplify interpretations; 3) sensitivity to operations; 4) Commitment to resilience; and 5) deference to expertise. In the human resources management literature, practices associated to safety mostly appear as individual practices. More recently, research on the link between HRM and organizational performance is considering the process perspective (e.g., strength of the HRM system, Bowen & Ostroff, 2004). This paper intends to present a model that considers both content and process of the HRM system in fostering the creation of a mindfulness infrastructure.

Original languageEnglish
Title of host publicationSHO2013: Occupational Safety and Hygiene
EditorsP Arezes, JS Baptista, MP Barroso, P Carneiro, N Costa, R Melo, AS Miguel, G Perestrelo, P Cordeiro
PublisherPortuguese Society of Occupational Safety and Hygiene (SPOSHO)
Number of pages2
Publication statusPublished - 2013
Event9th International Symposium on Occupational Safety and Hygiene (SHO) - Guimaraes, Portugal
Duration: 14 Feb 201315 Feb 2013


Conference9th International Symposium on Occupational Safety and Hygiene (SHO)


  • crisis management
  • unexpected events
  • human resources management


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