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The Role of Self-Regulation in Workplace Resiliency

Published online by Cambridge University Press:  04 July 2016

Mitchell G. Rothstein ,
Matthew J. W. McLarnon  and
Gillian King
Mitchell G. Rothstein*
Affiliation:
Department of Management and Organizational Studies, University of Western Ontario, London, Ontario, Canada
Matthew J. W. McLarnon
Affiliation:
Department of Psychology, University of Calgary, Calgary, Alberta, Canada
Gillian King
Affiliation:
Bloorview Research Institute, Toronto, Ontario, Canada, and Department of Occupational Science and Occupational Therapy, University of Toronto, Toronto, Ontario, Canada
*
Correspondence concerning this article should be addressed to Mitchell G. Rothstein, Department of Management and Organizational Studies, University of Western Ontario, 1151 Richmond Street, London, ON, CanadaN6A 5C2. E-mail: mgrothst@uwo.ca
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Extract

Understanding resilience is important to creating and maintaining health in the workplace, and the focal article by Britt, Shen, Sinclair, Grossman, and Klieger (2016) raises valuable questions and recommendations for research in the field. In this commentary we consider several issues not discussed by Britt et al. but critical to understanding resilience in organizational settings. In particular, we discuss the utility of process-oriented models and, specifically, the role of self-regulatory processes as foundational mechanisms of resiliency. We agree with many of Britt et al.’s recommendations and provide additional perspectives and information based on recent research on resiliency in military personnel experiencing cross-cultural adversity, in executives experiencing unwanted career transitions, and in recent immigrants searching for employment.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 9 , Issue 2 , June 2016 , pp. 416 - 421
Copyright
Copyright © Society for Industrial and Organizational Psychology 2016 

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References

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