On the relationships of resilience with organizational commitment and burnout: a social exchange perspective

The effect of collectivism-oriented human resource management on employee resilience of hospitality employees

Introduction

In the face of an increasingly challenging and rapidly evolving business environment, not all the employees exhibit the requisite resilience necessary to recover from adversity. From both the individual and organizational perspectives, enhancing employee resilience emerges as a critical issue not only in the practical and academic fields. In the Chinese culture, this research aims to investigate how and why collectivism-oriented human resource management (C-HRM) fosters employee resilience. Drawing on the group engagement model, we propose a serial mediating effect of perceived overall fairness and three dimensions of social identity between C-HRM and employee resilience.

Methods

Using a sample of frontline employees in the hospitality industry, we conducted a field survey among 342 employees (study 1) and a two-wave online survey among 294 hospitality employees (study 2).

Results

Findings from empirical analysis indicated that C-HRM significantly increases overall fairness perception of hospitality frontline employees and in turn, their identification and respect, which further fertilize employee resilience. In addition, the indirect effect of C-HRM on employee resilience through perceived overall fairness and pride was not statistically significant.

Discussion

These important findings are expected to help employees cope with the workplace pressures caused by ongoing challenges and change, and contribute to sustainable career development.

Longitudinal relationships among career adaptability, resilience, and career commitment in chinese nursing undergraduates: testing differences in career interest between cross-lagged models

PURPOSE

Various physiological and psychological negative situations experienced by nurses as a result of COVID-19 pandemic have been shown to increase their perception of organizational difficulty and decrease their career commitment, thereby accelerating the turnover rate of nurses. Resilience and career adaptability have important influences on career commitment, so there is a need to evaluate the relationships between them and the underlying mechanisms.

PATIENTS AND METHODS

Using a cross-lagged design, the Career Adaptability Scale, the Chinese version of career commitment, and Davidson's Resilience Scale as research methods, we studied 692 nursing students for two consecutive years to evaluate the relationship among career adaptability, resilience, and career commitment.

RESULTS

Career adaptability at T1 substantially and positively predicts the career commitment at T2. Career adaptability and resilience are mutually predictive. No interaction is found between resilience and career commitment over time. There is a substantial difference in the cross-lagged relationship among career adaptability, resilience, and career commitment for low- and high-career interest.

CONCLUSION

Our results show the importance of developing career commitment early on. Developing career adaptability, enhancing resilience, and increasing career interest in nursing students might help to increase career commitment.

Does inclusive leadership foster employee psychological resilience? The role of perceived insider status and supportive organizational climate

Introduction

Employee psychological resilience correlates with individual performance and well-being, which can help employees cope with work pressure under a complex situation. Drawing upon social identity and information processing theories, this paper explores how inclusive leadership stimulates employees’ psychological resilience by integrating the cross-level mediation effect of perceived insider status. This study scrutinized the moderating function of supportive organizational climate with inclusive leadership and employees’ perceived insider status, which expanded the inclusive leadership influence boundary.

Methods

This study used a cross-sectional survey design and collected two-wave data from individuals who are currently employed in the context of Chinese organizations. Multiple linear regression was used to analyze the paired survey data of 220 employees of valid samples.

Results

Inclusive leadership was positively related to employee psychological resilience; Perceived insider status mediated the relationship between inclusive leadership and employee psychological resilience; The indirect relationship above is moderated by supportive organizational climate such that the positive relationship will be enhanced when the supportive organizational climate is high, rather than low.

Discussion

The theoretical and practical implications of these findings are discussed.

The Role of the Leader in Fostering Employee Resilient Behaviors: A Multisource, Longitudinal Study

OBJECTIVE

This study aims to uncover the relationship between leadership behaviors (servant and resilient), leaders' psychological capital, and employee resilient behaviors over time, and we assess whether employee resilient behaviors and employee psychological capital mediate this relationship.

METHODS

Based on dyadic 3-wave data collected from 111 unique leader-follower pairs, we use time-lagged path analysis to test our hypotheses.

RESULTS

Servant leadership and leaders' psychological capital may strengthen employees' psychological capital, which in turn may foster resilient behaviors in employees over time. Resilient leadership was, however, negatively related to employee psychological capital on the short term but positively related to employee resilient behaviors over a 6-week time window.

CONCLUSIONS

Enacting servant leadership and resilient behavior and through their psychological capital leaders can foster resilient behaviors in employees.

Resonant leadership and organizational citizenship behavior: a moderated-mediation analysis of followers’ resilience

Purpose

This paper aims to examine the relation between resonant leadership (RL) and organizational citizenship behaviors while testing for the mediation effects of followers’ resilience (FR) and gender as a moderating effect, all within the United Arab Emirates (UAE) business environment.

Design/methodology/approach

The paper uses cross-sectional data collected through a questionnaire from 467 employees working at various organizations in the UAE. The data were analyzed using the Statistical Package for the Social Sciences (SPSS) software. The mediating and moderating effects were tested using Preacher and Hayes’s (2008) macro models.

Findings

Results confirmed that RL positively affected employees’ organizational citizenship behaviors (OCBs). It also confirmed the mediating role of FR between RL and organizational citizenship behavior. Gender moderated the relation between RL and OCB but not between RL and FR.

Practical implications

Managers can use RL styles to improve workers’ resilience and OCB of employees, especially females.

Originality/value

It is important to understand the relation between such variables in times of crisis, such as the COVID-19 pandemic, where the relationship between the leadership style of the organizational managers and employees can greatly impact employees’ behaviors and organizational performance.

Building-up resilience and being effective leaders in the workplace: a systematic review and synthesis model

Purpose

Psychological resilience, defined here as the capacity to bounce back from adversity and failure, has been studied in various leadership contexts. However, the literature demonstrates less consensus concerning how psychological resilience manifests in, and interacts within, the leadership role and, equally, the focus on resilience development is underdeveloped. This paper addresses these issues by focusing on the interactions between psychological resilience and leadership and presents practical development strategies.

Design/methodology/approach

A systematic review employing 46 empirical studies followed a thematic synthesis within an associated model encapsulated as building-up resilience and being effective.

Findings

First, resilience is identified as essential and can benefit individuals and organizations' work outcomes across leadership contexts, including work performance, job engagement, well-being, and enhanced leadership capability. Secondly, leaders may build up their resilience by obtaining coping skills and improved attitudes toward challenges. Resilient attitudes, which are presented as paradoxical perspectives towards challenges, may help leaders adapt to challenges and adversities leading to beneficial outcomes.

Research limitations/implications

Even though this study provides a deeper understanding of the essential function of psychological resilience in leadership, the findings are limited to the workplace contexts investigated, e.g. exploring small sample sizes (13,019) or country contexts (22). Future research could expand the rhetoric around interactions between psychological resilience and leadership. Furthermore, the underlining mechanism between the paradoxical perspective and resilient attitudes is still largely unclear. Thus, more research is needed to disclose the interaction of paradoxical perceptions and leadership resilience. Further research can investigate how resilient attitudes demonstrate in actions in dealing with challenges and adversities.

Practical implications

The authors further an argument that leaders may enhance their resilience through embracing a paradoxical perspective towards challenges (resilient attitude), e.g. being adaptive to adversities, and the attitude of learning from failures. These enhanced resilient attitudes could help leaders deeper understand and examine their reality and persist under high pressures and develop an innate ability to utilise resources more effectively to help them survive and thrive in challenging circumstances, instead of becoming overwhelmed by the burden of complexity or giving up. This will offer a practical contribution to resilience development.

Social implications

Importantly, this study found that resilience is an essential leadership trait and can benefit individuals and organizations' work outcomes across leadership contexts. These positive effects of resilience may encourage organizations or society to promote psychological resilience, including a resilient attitude, to deal with adversities and uncertainties.

Originality/value

Fundamentally, the synthesized model applied may encourage further studies to focus on how to build up resilience and practically apply it in workplaces across leadership contexts. In particular, this study found that adopting paradoxical perspectives and ambidextrous leadership approaches toward adversities is an original resilience development strategy, which serves to contribute to the gap in the literature.

How workplace incivility leads to work alienation: A moderated mediation model

Workplace incivility remains a prevailing issue and has significant potential for harmful consequences. This study aims to investigate the influencing mechanism of workplace incivility on work alienation from the perspective of targets. Based on the social exchange theory, our research examines the role of interpersonal trust as a mediator along with the moderator of career resilience in the said association. Through a two-wave-time-lagged quantitative research design, a sample of 315 nurses from China was investigated with questionnaires on workplace incivility, work alienation, interpersonal trust, and career resilience. The results indicated that workplace incivility was positively related to work alienation with interpersonal trust as a mediator. Workplace incivility caused a decline in interpersonal trust, which led to work alienation. Career resilience buffered such an impact. High career resilience weakened the association linking workplace incivility to interpersonal trust. Organizations should pay more attention to workplace incivility and consider empowering nurses’ career resilience, which could alleviate the negative impact of workplace incivility.

Authentic Leadership and Employee Resilience: A Moderated Mediation Analysis

Authentic leadership is essential for predicting employee resilience. However, despite fruitful findings, more adapted models of authentic leadership - employee resilience based on empirical findings can serve as a guide to understand the complex mediators and moderators in different industries such as in construction engineering project organizations during the turbulent pandemic. This study, therefore, based on the organizational identification theory and flow theory through the lens of positive organizational psychology, aims to disentangle the authentic leadership-employee resilience association by investigating their underlying mechanism and their boundary condition. To test our hypothetical model, we applied a cross-sectional design with data collected from a large sample of 884 employees from a big enterprise in China. Findings from confirmatory factor analysis, structural equation modeling analysis, and Hayes's conditional process model indicated that: authentic leadership positively predicted employee resilience through the partial mediation effect of organizational identification, and such a mediation model was moderated by the experience of flow. In other words, flow moderated the relationships between authentic leadership, organizational identification, and employee resilience. Findings provide evidence for cultivating leaders' authenticity in promoting their subordinates' resilience; findings also highlight the significance of organizational identification in bridging authentic leadership and employee resilience and the essential role of flow experience in supporting the relationships mentioned above.

Understanding the Link Between Work-Related and Non-Work-Related Supervisor–Subordinate Relationships and Affective Commitment: The Mediating and Moderating Roles of Psychological Safety

Purpose

Based on social information processing (SIP) model and conservation of resources (COR) theory, this paper is to examine the mediating and moderating roles of psychological safety (PS) in the relationship between work-related leader-member exchange (LMX)/non-work-related supervisor-subordinate guanxi (SSG) and employee affective commitment (AC).

Participants and Methods

Cross-sectional data came from 213 enterprise employees in China. The participants completed the LMX scale, SSG scale, PS scale, and AC scale. SPSS PROCESS macro and RWA-Web were used to test the research hypothesis.

Results

Both LMX and SSG were positively related to employee AC. LMX was more strongly associated with AC than SSG. PS partially mediated the influence of LMX/SSG on AC. PS negatively moderated the influence of LMX on AC, whereas it did not moderate the influence of SSG on AC.

Conclusion

Different types of supervisor-subordinate relationships (SSR) were both beneficial to employee AC, and work-related LMX was more closely related to employee AC. Different types of SSR could both affect employee AC through PS. In addition, high PS also reduced the relationship between LMX and employee AC. Therefore, in the context of Chinese culture, enhancing employees’ AC within an enterprise can not only pay attention to the work-related LMX and non-work-related SSG but also the appropriate cultivation of employees’ PS.

Organizational affective commitment effects on militaries’ well-being during a deployment: A study of a peacekeeping mission

Based on the Conservation of Resources Theory, this longitudinal study analyzes the contribution of organizational affective commitment during the preparation phase of a peacekeeping mission (T1) to explain the well-being of soldiers during that mission (T2). A sample of 409 Brazilian army participants in the MINUSTAH (United Nations Stabilization Mission in Haiti) was used in two waves - preparation of the troops in Brazil, and their deployment in Haitian territory. The data analysis was performed using structural equation modeling. The results supported organizational affective commitment during the preparation phase (T1) positively predicting the general well-being (perception of health and general satisfaction with life) of these soldiers during the deployment phase (T2). The workplace well-being (i.e. work engagement) of these peacekeepers was also found to mediate this relationship. Theoretical and practical implications are discussed, and limitations and suggestions for future research are presented.

Burnout, Professional Self-Efficacy, and Life Satisfaction as Predictors of Job Performance in Health Care Workers: The Mediating Role of Work Engagement

Background:

It is essential to identify the factors that influence the work performance of health professionals working in health care facilities, especially in the context of the COVID-19 pandemic, since these factors have an impact on the quality of medical care provided to the population.

Objective:

This study aimed to analyze the mediating role of work engagement in the relationship between job burnout, professional self-efficacy, life satisfaction, and job performance in Peruvian health care workers.

Methods:

Cross-sectional explanatory study, with the voluntary participation of 508 health professionals (physicians and nurses) of both sexes (70.7% women, 29.3% men), and from different health facilities in the city of Lima. All participants were administered the Single Burnout Item questionnaire, the Professional Self-Efficacy Scale (AU-10), the Satisfaction with Life Scale (SWL), the Individual Work Performance Questionnaire (IWPQ), and the Utrecht Work Engagement Scale (UWES-9). Structural Equation Modeling (SEM) was used for data analysis.

Results:

In the SEM analysis, it was found that for the mediation model the incremental goodness-of-fit indices were significant (χ² = 2292.313, gl = 659, P < .001, χ²/gl = 2.788). Career self-efficacy (β = .557, P < .001) and life satisfaction (β = .289, P < .001) were positive predictors of work engagement. While burnout was a negative predictor (β = .878, P < .001). The consistent mediation of work engagement of professional self-efficacy, life satisfaction, and burnout had a positive predictor effect on job performance (β = .878, P < .001).

Conclusion:

Research provides evidence that professional self-efficacy, life satisfaction, and burnout could influence job performance through work engagement.

Burned or engaged teachers? The role of mindfulness, self-efficacy, teacher and students’ relationships, and the mediating role of intrapersonal and interpersonal mindfulness

This study had the goal to examine factors that are associated with burnout and engagement among teachers from diverse educational stages. Among these factors, we analyzed socio-demographic aspects, such as gender, age and years of experience, and other psychological teacher-related variables like teacher’s self-efficacy and teacher-student relationships. We also considered the potential mediating role of mindfulness in these relationships. The sample was made up by 425 Spanish teachers who answered an online survey. We administered the following measures: Revised version of the Teacher’s Burnout Questionnaire, Utrecht Work Engagement Scale, Mindfulness in Teaching Scale –which distinguished between intrapersonal and interpersonal mindfulness-, Teacher’s Sense of Self-efficacy Scale, and some questions related to the relationships between students and teachers in the classroom. We conducted a mediational analysis through structural equation modeling (SEM). Our findings indicated that both intrapersonal and interpersonal mindfulness mediated the relation between self-efficacy, which played a direct and an indirect role, the teacher-student relationship, and burnout and engagement. The socio-demographic variables of gender and years of experience played a significant role in mindfulness. The teachers with more self-efficacy were more likely to pay attention to their daily activity and to show more receptivity with their students, which resulted in lower burnout and more engagement. In addition, better relationships with students led to higher intrapersonal mindfulness levels, which mediated the relation with burnout and engagement. These relations varied depending on specific burnout and engagement dimensions. We discuss the implications of these findings for improving teachers´ implication in the education field.

Resilience in Organizations: An Integrative Multilevel Review and Editorial Introduction

The interest of organization and management researchers in the resilience concept has steadily grown in recent years. Although there is consensus about the importance of resilience in organizational contexts, many important research questions remain. For example, it is still largely unclear how resilience functions at different levels of analysis in organizations and how these various levels interact. In this special issue, we seek to advance knowledge about the complex resilience construct. For laying a foundation, in this editorial introduction we offer an integrative literature review of previous resilience research at three different levels of analysis (i.e., individual, team, and organization). Furthermore, we demonstrate what is already known about resilience as a multilevel construct and interactions among different resilience levels. Based on the results of our literature review, we identify salient research gaps and highlight some of the more promising areas for future research on resilience. Finally, we present an overview of the articles in this special issue and highlight their contributions in light of the gaps identified herein.

Tracking the Process of Resilience: How Emotional Stability and Experience Influence Exhaustion and Commitment Trajectories

This study responds to calls to conceptualize resilience as a dynamic process by examining individual trajectories of emotional exhaustion and affective commitment over time in the face of ongoing role demands. In contrast to research conceptualizing resilience as a dispositional trait, we conceptualize resilience in terms of patterns of between-individual variation in response trajectories (dynamic resilience). In a longitudinal study spanning three months and 12 observational periods, we show that individuals high in emotional stability had more static affective commitment trajectories and that organizational newcomers had less pronounced emotional exhaustion trajectories in response to ongoing demands. Both the patterns shown for those with high emotional stability and newcomers are indicative of greater dynamic resilience. Furthermore, we found that affective commitment trajectories were significant predictors of actual retention through the mediating mechanism of intent to remain. We discuss how our approach offers opportunities to study resilience in dynamic settings.

Does Job Embeddedness Mediate the Effect of Resilience on Cabin Attendants’ Career Satisfaction and Creative Performance?

An increasing body of research suggests job embeddedness (JE) as a motivational variable influencing employees’ attitudinal and behavioral outcomes such as quitting intentions and task performance. Personal resources have been reported to affect JE and these outcomes. However, little work has investigated the antecedents and consequences of JE among cabin attendants. There is also a dearth of empirical research regarding the mechanism linking resilience to cabin attendants’ affective and performance outcomes. Therefore, drawing on conservation of resources and JE theories, we propose a conceptual model that examines the interrelationships of resilience, JE, career satisfaction (CSAT), and creative performance (CPERF). Moreover, the model explores JE as a mediator of the impact of resilience on CSAT and CPERF. These linkages were tested via data collected from cabin attendants and their pursers. The findings from structural equation modeling reveal that resilience boosts cabin attendants’ JE, CSAT, and CPERF. As predicted, JE is a mediator between resilience and CSAT. Our paper culminates with implications for theory and practice as well as future research directions.

How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics

Are psychologically healthy employees more proactive at work? Surprisingly, responses to this question are lacking as empirical research has overlooked the wellbeing–proactive performance relationship. Drawing insights from the conservation of resources theory and the motivational fit perspective, this study proposes that leader-member exchange and team-member exchange act as social resources that convey the benefits of psychological wellbeing to subsequent proactive performance. Moreover, job complexity and task interdependence—two job characteristics that enhance the motivational potential of social resources—are expected to amplify these positive indirect relationships. Data from a three-wave, time-lagged study conducted among employees (N = 318) from French-Canadian organizations were used to test our hypothesized model. The results indicated that leader-member exchange mediated a positive relationship between wellbeing and proactive performance and that the contribution of wellbeing to proactive performance via leader-member exchange was increased when job complexity was higher. We also found a negative indirect relationship between wellbeing and proactive performance via team-member exchange when team interdependence was lower. Theoretical and practical implications of this research are discussed.

The Effects of Service Employee Resilience on Emotional Labor: Double-Mediation of Person-Job Fit and Work Engagement

This study examined the effect of service employees’ resilience on deep acting in the job demands–resources model (JD-R model). It set and verified person–job fit and work engagement as double-mediation factors between service employees’ resilience and deep acting. To accomplish this, surveys targeting service employees working in the retail finance industry in Korea were administered. The analysis showed that resilience significantly increased person–job fit, and person–job fit improved work engagement. Additionally, it showed that work engagement improved deep acting. With regard to the double-mediation effect, the direct effect of resilience on deep acting was not statistically significant, but the double-mediation effect through person–job fit and work engagement was significant. In other words, person–job fit and work engagement fully mediated the relationship between resilience and deep acting. Additionally, person–job fit alone did not mediate the relationship between resilience and deep acting, but the independent mediation effect of work engagement was significant.

Crossover effects of Leader’s resilience: a multilevel mediation approach

Purpose

This research tested the crossover effects of a leader’s resilience on followers’ outcomes via followers’ resilience.

Design/methodology/approach

Survey data from 87 leaders with 309 followers, collected in two waves in China, were used to test the multilevel mediation hypotheses.

Findings

The results indicated that (1) resilience could transfer from the leader to followers, and (2) leader’s resilience could further contribute to alleviating followers’ job burnout, and prompt citizenship behaviors by enhancing followers’ resilience.

Originality/value

This study adopted a top-down perspective to test the crossover effects of resilience, thus expanding the resilience literature illustrating its distinct influential mechanism through a vertically interpersonal perspective.

Abusive supervision and newcomers' turnover intention: a perceived workplace ostracism perspective

The relationship between abusive supervision and newcomers' turnover intention was explored from the perspective of perceived workplace ostracism. Findings from three-wave data (n = 300) showed that (1) abusive supervision was positively associated with newcomers' perceived coworker ostracism, perceived supervisor ostracism, and turnover intention; (2) rather than perceived coworker ostracism, perceived supervisor ostracism was positively associated with newcomers' turnover intention; and (3) the relationship between abusive supervision and newcomers' turnover intention was mediated by perceived supervisor ostracism but not by perceived coworker ostracism. Thus, the hypotheses were partially confirmed. Results underscore the importance of perceived supervisor ostracism in accounting for the relationship between abusive supervision and newcomers' turnover intention. Implications and directions for future research are also discussed.

Burnout as a State: Random-Intercept Cross-Lagged Relationship Between Exhaustion and Disengagement in a 10-Day Study

Background

Burnout has been traditionally seen as a chronic and stable state in response to prolonged stress. However, measures of momentary burnout are not well established, even though the within-person approach suggests that the symptoms of burnout may vary from day to day for the same employee. The aim of this study is to examine the daily inter- and intra-personal variability of the symptoms of burnout and the cross-lagged relationship between two components of burnout, exhaustion and disengagement.

Methods

An online diary study over 10 consecutive workdays was conducted among 235 civil servants (75% women, average tenure of 15 years). Daily burnout was measured with the eight-item Oldenburg Burnout Inventory.

Results

The intra-class correlation coefficients indicate that, although significant between-person variability exists, most of the burnout variance is within persons. Using the random intercept cross-lagged panel (RI-CLP) model to control for these between-person differences, mainly insignificant “pure” within-person cross-lagged relationships between exhaustion and disengagement were revealed. Moreover, day-to-day autoregressive effects were weaker than same-day residual correlations.

Conclusion

This is one of the first studies to use daily diaries and the RI-CLP model to study burnout, including the separation of the more stable and more dynamic parts of each component. When stable parts were controlled for, the same-day relationships between exhaustion and disengagement were more pronounced than day-to-day effects. This might suggest stronger situational influences than carryover mechanism. Thus, conceptualizing burnout in terms of daily symptoms may shed promising insights into how it develops and add implications for pro-healthy changes in the workplace.

How to Motivate Employees’ Environmental Citizenship Behavior through Perceived Interpersonal Circle Power? A New Perspective from Chinese Circle Culture

Employees’ spontaneous environmental citizenship behavior (ECB) is a key factor in facilitating the low-carbon transition of enterprises. However, little research has focused on the impact of interpersonal interactions on ECB. To explore how ECB is affected by special interpersonal circles in Chinese organizations, we propose a new concept: perceived interpersonal circle power (PICP). From the two dimensions of PICP, leader-oriented perceived interpersonal circle power (PICP-L) and colleague-oriented perceived interpersonal circle power (PICP-C), we establish a mechanism model to explore the effect of PICP on ECB. A structural equation model was used to test our hypotheses through 332 questionnaires, and the results show that PICP-L and PICP-C differ significantly in the directions and strengths of their effects on ECB. PICP-C has a direct positive driving effect on environmental engagement behavior (EEB) and environmental helping behavior (EHB). High PICP-C can also encourage EEB via affective organizational commitment (AOC). Conversely, PICP-L has no significant effect on EEB. More unexpectedly, PICP-L has a significant negative influence on EHB. This study provides a new direction for future theoretical research on ECB, as well as a new opportunity for policy-making and enterprise management practices to promote employees’ ECB.