Determining organizational resilience through employee resilient characteristics and supportive HR practices: The moderating effect of managerial resilience
Abdulrahman Awadh Aljuaid, Tai Ming Wut, Tai Ming Wut, Tai Ming Wut, Tai Ming Wut
TL;DR
This study explores how employee resilience and HR practices influence organizational resilience, with managerial resilience playing a key role in linking resilience to performance.
Contribution
The paper introduces a new integrated model combining employee coping mechanisms and HR practices to assess organizational resilience.
Findings
Employee resilience, psychological safety, and coping mechanisms explain 45.4% of organizational resilience variance.
Managerial resilience and organizational resilience together explain 55.8% of organizational performance variance.
Emotion-focused coping, employee resilience, and managerial resilience are the most influential factors in organizational resilience.
Abstract
Resilience policies enable organizations to confront with adverse circumstances and ensure businesses operational continuity. Nevertheless, so far literature lacks how employee coping mechanism and supportive HR practices foster organizational resilience. Therefore, current study establishes research framework that combines factors such as employee resilience, psychological safety, problem focused coping, emotion focused coping, supportive human resource practices and workplace friendship and examine impact of these factors on organizational resilience. Similarly, this study has conceptualized moderating effect of managerial resilience between organizational resilience and organizational performance. The quantitative research design is taken into consideration. Data are collected through structured survey questionnaire. Overall, 421 respondents have participated in this organizational…
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Taxonomy
TopicsSupply Chain Resilience and Risk Management · Resilience and Mental Health · Job Satisfaction and Organizational Behavior