Hostname: page-component-848d4c4894-4rdrl Total loading time: 0 Render date: 2024-06-23T11:14:08.757Z Has data issue: false hasContentIssue false
  • English
  • Français

Resilient Employees in Resilient Organizations: Flourishing Beyond Adversity

Published online by Cambridge University Press:  04 July 2016

Joana R. C. Kuntz ,
Katharina Näswall  and
Sanna Malinen
Joana R. C. Kuntz*
Affiliation:
Department of Psychology, University of Canterbury, Christchurch, New Zealand
Katharina Näswall
Affiliation:
Department of Psychology, University of Canterbury, Christchurch, New Zealand
Sanna Malinen
Affiliation:
Department of Management, Marketing and Entrepreneurship, University of Canterbury, Christchurch, New Zealand
*
Correspondence concerning this article should be addressed to Joana R. C. Kuntz, Department of Psychology, University of Canterbury, PB 4800, Christchurch 8140, New Zealand. E-mail: joana.kuntz@canterbury.ac.nz
Get access Rights & Permissions [Opens in a new window]

Extract

Britt, Shen, Sinclair, Grossman, and Klieger (2016) offer compelling arguments for the need to consider resilience trajectories and to identify the intrapersonal, interpersonal, and contextual factors accountable for unique trajectories. We welcome the call for more focused research efforts toward uncovering the role of resilience in organizations and concur with Britt et al. that there is a need for a clearer characterization of resilience among employees, the correlates of resilience, and the way that resilience can be facilitated. Our objective here is to build on the main thrust of Britt et al.’s focal article by outlining a novel perspective on employee resilience, which we believe will constitute an important contribution to the organizational resilience literature.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 9 , Issue 2 , June 2016 , pp. 456 - 462
Copyright
Copyright © Society for Industrial and Organizational Psychology 2016 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22 (3), 309–328.CrossRefGoogle Scholar
Bonnano, G. (2004). Loss, trauma, and human resilience: Have we underestimated the human capacity to thrive after extremely aversive events? American Psychologist, 59 (1), 20–28.CrossRefGoogle Scholar
Britt, T. W., Shen, W., Sinclair, R. R., Grossman, M. R., & Klieger, D. M. (2016). How much do we really know about employee resilience? Industrial and Organizational Psychology: Perspectives on Science and Practice, 9 (2), 378–404.CrossRefGoogle Scholar
Cutter, S., Barnes, L., Berry, M., Burton, C., Evans, E., Tate, E., & Webb, J. (2008). A place-based model for understanding community resilience to natural disasters. Global Environmental Change, 18 (4), 598–606.CrossRefGoogle Scholar
Devilly, G. J., Gist, R., & Cotton, P. (2006). Ready! Fire! Aim! The status of psychological debriefing and therapeutic interventions: In the workplace and after disasters. Review of General Psychology, 10 (4), 318–345.CrossRefGoogle Scholar
Fletcher, D., & Sarkar, M. (2013). Psychological resilience: A review and critique of definitions, concepts and theory. European Psychologist, 18 (1), 12–23.CrossRefGoogle Scholar
Grawitch, M. J., Gottschalk, M., & Munz, D. C. (2006). The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements. Consulting Psychology Journal: Practice and Research, 58 (3), 129–147.CrossRefGoogle Scholar
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16, 250–279.Google Scholar
Harland, L., Harrison, W., Jones, J., & Reiter-Palmon, R. (2005). Leadership behaviors and subordinate resilience. Journal of Leadership and Organizational Studies, 11 (2), 2–14.CrossRefGoogle Scholar
Kuntz, J. C. (2015). Protracted effect: Surveying teachers’ experiences in the aftermath of the Christchurch earthquakes. Natural Hazards Review, 16 (1), 1–13. http://dx.doi.org/10.1061/(ASCE)NH.1527-6996.0000147CrossRefGoogle Scholar
Lazarus, R. S., & Folkman, S. (1984). Stress, appraisal, and coping. New York, NY: Springer.Google Scholar
Näswall, K., Kuntz, J., Hodliffe, M., & Malinen, S. (2015). Employee Resilience Scale (EmpRes): Technical report (Resilient Organisations Research Report No. 2013/06). Christchurch, New Zealand: University of Canterbury.Google Scholar
Nilakant, V., Walker, B., Kuntz, J., de Vries, H., Malinen, S., Näswall, K., & van Heugten, S. (in press). Dynamics of organizational response to a disaster: A study of organizations impacted by earthquakes. In Hall, C. M., Malinen, S., Wordsworth, R., & Vosslamber, R. (Eds.), Business and disaster management: Business, organisational and consumer resilience and the Christchurch Earthquakes. New York, NY: Routledge.Google Scholar
Stephens, J. P., Heaphy, E. D., Carmeli, A., Spreitzer, G. M., & Dutton, J. E. (2013). Relationship quality and virtuousness: Emotional carrying capacity as a source of individual and team resilience. Journal of Applied Behavioral Science, 49 (1), 13–41.CrossRefGoogle Scholar
Sutcliffe, K. M., & Vogus, T. J. (2003). Organizing for resilience. In Cameron, K. S., Dutton, J. E., & Quinn, R. E. (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp. 94–110). San Francisco, CA: Berrett-Koehler.Google Scholar
Van der Vegt, G., Essens, P., Wahlstrom, M., & George, G. (2015). Managing risk and resilience. Academy of Management Journal, 58 (4), 971–980.Google Scholar
Varker, T., & Devilly, G. J. (2012). An analogue trial of inoculation/resilience training for emergency services personnel: Proof of concept. Journal of Anxiety Disorders, 26 (6), 696–701.CrossRefGoogle ScholarPubMed
Youssef, C. M., & Luthans, F. (2005). Resiliency development of organizations, leaders and employees: Multi-level theory building for sustained performance. In Gardner, W., Avolio, B., & Walumbwa, F. (Eds.), Authentic leadership theory and practice: Origins, effects and development (Vol. 3, pp. 303–343). Oxford, UK: Elsevier.Google Scholar