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HR and logistics in flood response

Table 4. Structural equation modeling outcomes for human resource and logistics coordination effects
Hypothesis R 2 f 2 β p‑value T‑statistic Decision
Human Resource→Humanitarian Operations Performance 0.757 0.059 0.466 0.000 8.353 Supported
Logistics Coordination→Humanitarian Operations Performance 0.022 0.393 0.000 6.603 Supported
Notes: R denotes coefficient of determination; f denotes effect size; β denotes path coefficient
2
2
of having skilled, well-trained, and flexible personnel
in intricate disaster scenarios. In a similar vein, Nguyen
et al. emphasized that strategic human resource practices,
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such as capacity-building and crisis preparedness, play
a crucial role in enhancing organizational resilience and
readiness. Within the Malaysian context, these insights
resonate with the National Security Council Directive
No. 20, which establishes the official framework for
disaster management coordination and response. This
directive mandates that agencies involved in disaster
relief maintain high standards of preparedness, human
capital capability, and inter-agency coordination.
Investments in workforce development and operational
efficiency directly support SDG 16, which promotes
Figure 2. Structural model showing path peace, justice, and strong institutions. In Malaysia,
coefficients (β) between Human Resource, Logistics aligning disaster management practices with SDG
Coordination, and Humanitarian Operations 16 is evident through policies aimed at strengthening
Performance institutional capacity, ensuring transparent operations,
and fostering accountable response mechanisms during
as an essential element in the efficacy of disaster response crises. By empowering humanitarian staff through
and humanitarian efforts. The evidence indicates structured training and strategic human resource
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that entities engaged in humanitarian efforts ought to planning, organizations contribute to the development of
deliberately allocate resources toward both personnel institutions that are not only effective but also responsive
development and logistics coordination to improve their and inclusive, key characteristics promoted under SDG
operational efficacy. 16. Furthermore, the NADMA tasked with overseeing
the implementation of the National Security Council
4. Discussion Directive No. 20 emphasizes the professionalization of

disaster response personnel and continuous human capital
This study examines the influence of HRM and logistics development through simulation exercises and cross-
coordination on humanitarian operations within agency training programs. These initiatives are echoed in
organizations, emphasizing the importance of continuous the twelfth Malaysia plan (2021 – 2025), which identifies
training and the alignment of process operations to “Strengthening Security, Wellbeing and Unity” as one of
achieve successful outcomes in humanitarian efforts. its strategic themes. Under this theme, the government
The findings of the structural model indicate that both commits to strengthening disaster risk governance,
human resource and logistics coordination serve as institutional preparedness, and the resilience of frontline
significant predictors of HOP within the framework agencies in the face of natural disasters. These national
of flood disaster management in Malaysia. HRM efforts closely align with SDG 16, which calls for the
demonstrated a more pronounced impact (β = 0.466, development of effective, accountable, and inclusive
p<0.001) in contrast to logistics coordination (β = 0.393, institutions at all levels, particularly in crisis-prone and
p<0.001), highlighting the pivotal importance of adept vulnerable settings. By investing in the professional
personnel in achieving operational success. development of humanitarian staff and embedding
The positive and significant effects of Human Resource accountability in institutional procedures, Malaysia
practices on HOP is consistent with the research conducted contributes toward the realization of SDG 16 targets,
by McLoughlin et al., who underscored the necessity especially Target 16.6, which focuses on developing
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Volume 22 Issue 4 (2025) 147 doi: 10.36922/AJWEP025220182