Managing employee trauma: Dealing with the emotional fallout from 9-11

Academy of Management Executive

Volumn 17, Issue 3, 2003, Pages 130-143

  Mainiero, Lisa A ^a   Gibson, Donald E ^a  

^a FAIRFIELD UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 10844285696     PISSN: 10795545     EISSN: None     Source Type: Journal    
DOI: 10.5465/AME.2003.10954782     Document Type: Review

References (67)

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3. See, for example, Mitroff, I. I., & Anagnos, G. 2001. Managing crises before they happen: What every executive and manager needs to know about crisis management. New York: Amacom; Fink, S. 2000. Crisis management: Planning for the inevitable. Lincoln, NE: iUniverse.com.
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12. nd ed. Newbury Park, CA: Sage. Comments were read to discover trends in the data reported on for this article; sample comments were chosen to exemplify these trends.
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18. 2 = .06, respectively, and both indicated that three variables explained a significant por-tion of the variance: respondent gender, proximity to the World Trade Center, and having or not having children.
19. In addition to the regression analysis (see note above), we also performed t-tests on individual items. In terms of gender, each item showed a significant difference (p < .0001) with women indicating a stronger emotional response. Recall that these effects are significant controlling for other demographic variables in the regression analysis.
20. The additional items measured behaviors at work and at home, such as "I am demonstrating greater caring for and sensitivity toward my colleagues," measured on a scale from 1 (not changed at all) to 5 (changed profoundly); all differences are significant p < .01; 26 of 29 are significant at p < .0001.
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