How resilient is the (future) workforce in<scp>C</scp>hina? A study of the banking sector and implications for human resource development

Wang, Jue; Cooke, Fang Lee; Huang, Wenhui

doi:10.1111/1744-7941.12026

Cited by 82 publications

(118 citation statements)

References 38 publications

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“…Both theory and prior research support our argument that resilience is developable, for example, through training and development (Luthans et al, ; Masten & Reed, ; Wang et al, ). There is substantial clinical research that has “established that both external (contextual) and internal (psychological) characteristics influence one's capacity for resilience” (Luthans et al, , p. 28).…”

Section: Theoretical Frameworksupporting

confidence: 75%

“…Recently, researchers have started to explore the relationship between HRM practices and the resilience of employees (e.g., Bardoel et al, ; Lengnick‐Hall, Beck, & Lengnick‐Hall, ; Luthans et al, ; Wang et al, ). Following Bardoel et al (), we argue the effect of well‐being‐oriented HRM practices on employee resilience can be explained through positive psychology (Fredrickson, ; Luthans, ; Luthans et al, ; Masten, ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Well‐being‐oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience

Cooper

Wang

Bartram

et al. 2018

Human Resource Management

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191

164

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Drawing upon positive psychology and a social relational perspective, this article examines the relationship between well‐being‐oriented human resource management (HRM) practices and employee performance. Our multilevel model examines relationships among collectively experienced well‐being‐oriented HRM practices, social climate (characterized by trust, cooperation, and shared codes and language that exist among individuals within the organization), employee resilience, and employee (in‐role) performance. Based on the two‐wave data obtained from 561 employees and their managers within 62 bank branches in 16 Chinese banks, our multilevel analyses provide support for our four hypotheses. First, we found a positive relationship between well‐being‐oriented HRM practices and social climate. Second, social climate mediated the relationship between well‐being‐oriented HRM practices and employee resilience. Third, we found a positive relationship between resilience and employee performance. Finally, employee resilience mediated the relationship between social climate and employee performance. This study is one of the first to unpack the social mechanisms through which well‐being‐oriented HRM practices increase development of resilience and subsequent employee performance at the workplace, namely through influencing group feelings of social climate.

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Section: Theoretical Frameworksupporting

confidence: 75%

Section: Theoretical Frameworkmentioning

confidence: 99%

Well‐being‐oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience

Cooper

Wang

Bartram

et al. 2018

Human Resource Management

Self Cite

191

164

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“…; Wang et al . ) and organizational settings such as family firms and high‐reliability organizations (e.g. Bergheim et al .…”

Section: Developments In Resilience Researchmentioning

confidence: 99%

Resilience in Business and Management Research: A Review of Influential Publications and a Research Agenda

Linnenluecke

2015

Int J Management Reviews

1,037

1,113

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This paper identifies the development of and gaps in knowledge in business and management research on resilience, based on a systematic review of influential publications among 339 papers, books and book chapters published between 1977 and 2014. Analyzing these records shows that resilience research has developed into five research streams, or lines of enquiry, which view resilience as (1) organizational responses to external threats, (2) organizational reliability, (3) employee strengths, (4) the adaptability of business models or (5) design principles that reduce supply chain vulnerabilities and disruptions. A review of the five streams suggests three key findings: First, resilience has been conceptualized quite differently across studies, meaning that the different research streams have developed their own definitions, theories and understandings of resilience. Second, conceptual similarities and differences among these streams have not yet been explored, nor have insights been gleaned about any possible generalizable principles for developing resilience. Third, resilience has been operationalized quite differently, with few insights into the empirics for detecting resilience to future adversity (or the absence thereof). This paper outlines emerging research trends and pathways for future research, highlighting opportunities to integrate and expand on existing knowledge, as well as avenues for further investigation of resilience in business and management studies.

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“…Jackson et al (2007) argues that resilience can enable an individual to positively respond to adversity, through the formation of positive and nurturing professional relationships, maintaining positivity and developing emotional insight. Despite the perceived, practical benefits of resilience very few empirical studies examine the linkages between resilience, in-role performance and their impact on employee well-being (Cooke et al, 2016;Wang, Cooke, & Huang, 2014). Despite the perceived, practical benefits of resilience very few empirical studies examine the linkages between resilience, in-role performance and their impact on employee well-being (Cooke et al, 2016;Wang, Cooke, & Huang, 2014).…”

Section: Resilience Social Climate and Quality Of Carementioning

confidence: 99%

“…Rutter (1985, 608) suggests that 'the promotion of resilience does not lie in avoidance of stress, but rather in encountering stress at a time and in a way that allows self-confidence and social competence to increase through mastery and appropriate responsibility'. Despite the perceived, practical benefits of resilience very few empirical studies examine the linkages between resilience, in-role performance and their impact on employee well-being (Cooke et al, 2016;Wang, Cooke, & Huang, 2014).…”

Section: Resilience Social Climate and Quality Of Carementioning

confidence: 99%

Caring for aged people: The influence of personal resilience and workplace climate on ‘doing good’ and ‘feeling good’

McNeil

Bartram

Cregan

et al. 2019

Journal of Advanced Nursing

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Aims This study examines the impact of personal resilience on the well‐being of care workers and how perceptions of the quality of care provided and the social climate in the organization influences this relationship. We examine quality of patient care as both a mediating and outcome variable to better understand if ‘doing good’ (quality of care) leads to ‘feeling good’ (personal well‐being). Background As an ageing population and the care for the older people has become an increasing challenge to many societies, developing and retaining a professional care workforce through effective management is vital in providing care services. Design A cross‐sectional regression design was used in the study. Methods In 2017 we surveyed care workers in 20 Australian aged care facilities. The sample consist of 194 usable questionnaires. Using regression techniques, we constructed an interaction term (resilience × social climate) and investigated its impact on well‐being (the outcome variable) and quality of care (the mediator variable). Results Our results reveal that quality of care is important as an outcome variable particularly in a supportive climate where high personal resilience positively influences quality of care. Quality of care is also important as a mediating variable as it provides a conduit through which high personal resilience fosters well‐being, especially in a supportive climate. Our results support the argument that ‘doing good’ leads to ‘feeling good’. Conclusion These findings contribute to our appreciation of the important outcomes of resilience in the aged care context and its influence on perceived performance and carer well‐being.

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How resilient is the (future) workforce inChina? A study of the banking sector and implications for human resource development

Cited by 82 publications

References 38 publications

Well‐being‐oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience

Well‐being‐oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience

Resilience in Business and Management Research: A Review of Influential Publications and a Research Agenda

Caring for aged people: The influence of personal resilience and workplace climate on ‘doing good’ and ‘feeling good’

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