Why resilience managers aren’t resilient, and what human resource management can do about it

Branicki, Layla; Steyer, Véronique and Sullivan-Taylor, Bridgette (2019). Why resilience managers aren’t resilient, and what human resource management can do about it. The International Journal of Human Resource Management, 30(8) pp. 1261–1286.

DOI: https://doi.org/10.1080/09585192.2016.1244104

Abstract

Prior resilience research typically focuses on either the individual or the organisational level of analysis, emphasises resilience in relation to day-to-day stressors rather than extreme events and is empirically under-developed. In response, our study inductively theorises about the relationships between individual and organisational resilience, drawing upon a large-scale study of resilience work in UK and French organisations. Our first-hand accounts of resilience work reveal the micro-processes involved in producing resilient organisations, and highlight the challenges experienced in doing resilience work in large organisations. We show that these micro-processes have significant implications for resilience at both individual and organisational levels, and draw implications for how HRM interventions can help to promote individual, and thus organisational, resilience.

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