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EMPLOYEE RESILIENCE: DIRECTIONS FOR RESILIENCE DEVELOPMENT

EMPLOYEE RESILIENCE: DIRECTIONS FOR RESILIENCE DEVELOPMENT Resilience in organizations denotes system agility and robustness, essential to survival and thriving in increasingly challenging contexts. Contemporary scholarship has acknowledged the relationship between employee resilience and organizational resilience. Yet interventions aimed at developing employee resilience tend to use stress and well-being as proxy resilience indicators, focusing primarily on individual rehabilitation or the development of personal resources. We argue that these interventions should also consider the development of organizational resources that ensure both the inherent and adaptive resilience of employees. This article introduces employee resilience as behavioral capability, signaled by adaptive, learning, and network-leveraging behaviors, and it discusses ways in which supportive organizational contexts enable the development and enactment of these behaviors. The article proposes a series of resilience-building initiatives, embedded in everyday practice, and elucidates how leading and organizing for the development of employee resilience contributes to improved well-being and performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Consulting Psychology Journal: Practice and Research American Psychological Association

EMPLOYEE RESILIENCE: DIRECTIONS FOR RESILIENCE DEVELOPMENT

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Publisher
American Psychological Association
Copyright
© 2017 American Psychological Association
ISSN
1065-9293
eISSN
1939-0149
DOI
10.1037/cpb0000097
Publisher site
See Article on Publisher Site

Abstract

Resilience in organizations denotes system agility and robustness, essential to survival and thriving in increasingly challenging contexts. Contemporary scholarship has acknowledged the relationship between employee resilience and organizational resilience. Yet interventions aimed at developing employee resilience tend to use stress and well-being as proxy resilience indicators, focusing primarily on individual rehabilitation or the development of personal resources. We argue that these interventions should also consider the development of organizational resources that ensure both the inherent and adaptive resilience of employees. This article introduces employee resilience as behavioral capability, signaled by adaptive, learning, and network-leveraging behaviors, and it discusses ways in which supportive organizational contexts enable the development and enactment of these behaviors. The article proposes a series of resilience-building initiatives, embedded in everyday practice, and elucidates how leading and organizing for the development of employee resilience contributes to improved well-being and performance.

Journal

Consulting Psychology Journal: Practice and ResearchAmerican Psychological Association

Published: Sep 1, 2017

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