Human Resource Practices and Organizational Commitment: Mediating Effects of Employee Resilience in Times of Economic Crisis

Abstract

The following thesis sheds light on the importance of HRPs in generating positive employee outcomes during an economic crisis. In particular, it has explored transformational leadership development which falls under training and development practice. It has discussed how developing transformational leadership in employees leads to positive employee outcomes, which results in building resilient employees who are capable of overcoming difficulties and hardships and as a result form organizational commitment in times of economic crisis. Moreover, it has discussed the three components of organizational commitment (affective, normative, and continuance) in accordance to transformational leadership and employee resilience in times of an economic crisis. The thesis has concluded the existence of positive relationships among transformational leadership, employee resilience, and organizational commitment and its two components affective and normative commitment, but no relationship with its continuance commitment during an economic crisis. In addition, it has determined a mediation effect of employee resilience on the relationship between transformational leadership and organizational commitment and its components affective and continuance commitment, but no mediation effect with its normative commitment during an economic crisis.