Employee resilience in an organizational context during times of turbulence
(in Russian)
Abstract
Purpose. To study the mechanisms of interaction between organizational resources and employee resilience in the formation of such outcomes as well-being and burnout. Methodology. Cross-sectional data were collected through questionnaires from 915 employees of an industrial company following multiple waves of the COVID-19 pandemic in February–March 2022. Quantitative data were analyzed using partial least squares structural equation modeling (PLS-SEM). Findings. Employee resilience is found to be a significant mediator, explaining part of the mechanism by which organizational resources influence both employee well-being and burnout. The presence of significant direct effects along with indirect effects indicates that organizational resources act through multiple pathways to simultaneously enhance employee well-being and reduce burnout. The study also highlights the importance of employee resilience as a key mediator in both the relationship between the organizational resource component leadership and burnout and the relationship between leadership and employee well-being. Implications for practice. The findings suggest that when influencing organizational resources on employee resilience, companies should support balanced interventions rather than focusing solely on promoting positive outcomes or preventing negative ones. In addition, organizations should consider targeted interventions that take into account demographic differences while providing adequate support for employees’ different work patterns. Originality. The study presented in the article is one of the first attempts to study the results of the interaction of resilience as a behavioral characteristic of employees with organizational resources in the context of high work pressure, external challenges and critical events.
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