HUMAN RESOURCE SLACK AND ORGANIZATIONAL CRISIS MANAGEMENT OF OIL AND GAS FIRMS IN RIVERS STATE.

Abstract

This study investigated the effect of human resource slack on organizational crisis management in oil and gas firms in Rivers State, Nigeria. The research focused on three dimensions of crisis management: crisis prevention, crisis preparedness, and crisis response. Guided by the resourcebased view, the study hypothesized that human resource slack positively influences an organization’s ability to manage crises. A correlational survey design was adopted, and the population comprised 12 downstream oil and gas firms in Rivers State, with three respondents selected from each firm, yielding a total sample of 36 managerial staff. Data were collected using structured questionnaires and analyzed with multiple regression techniques via SPSS version 25. The findings revealed that human resource slack significantly and positively affects crisis prevention, crisis preparedness, and crisis response. Specifically, surplus employee capacity, multi-skilled personnel, and flexible work arrangements enhanced firms’ abilities to anticipate, prepare for, and respond to crises effectively.
The study concluded that human resource slack is a critical enabler of organizational resilience and operational continuity in high-risk environments. Practical recommendations include maintaining optimal slack levels, integrating slack into crisis management planning, and continuous skill development of employees. These findings offer valuable insights for managers and policymakers seeking to strengthen crisis management practices in oil and gas firms.