Employee Resilience In Organization

In a study by Muhammad Taufiq Amir on Employee resilience in organization: Development of a new scale (2012) concluded in today’s rapidly-changing environment employees’ resilience is an essential resource for organizations. The perception stresses on proactive approach and viewing harsh conditions and hardships as an opportunity to grow and become a better person. Developmental persistency and positive emotion have a better chance of improving employees’ resilience and organizational performance under adversity and remove excessive concerns of short term losses. Thirty-eight items reflecting attitudes and behaviors underlying the anticipated dimensions were selected from studies of adult model conceptualizing resilience as a developable aptitude.

Concluded past research claiming to study employee resilience suffers from a lack of conceptual clarity about both the resilience construct and the methodological designs that examine resilience without making certain the incidence of significant adversity. The overall goal of this article was to tackle traditional understanding of employee resilience and recognize pathways for the future progression of resilience research in the workplace .It focused on theoretical definitions of resilience both inside and outside of industrial and organizational psychology and make the case that researchers have generally failed to document the familiarity of major hardship when studying resilience in working population. It discusses technique and method used to inspect resilience, with a stress on individualizing the capacity for flexibility and the expression of resilience. Research was reviewed by examining self-reports of resilience or resilience-related traits along with research on resilient and no resilient routes following adversity. The article concludes with suggestions for future research studying resilience in the workplace, including significant adversity among employees, assessing multiple outcomes, using longitudinal designs with theoretically supported time lags and broadening who may face significant adversity, and with dealing with the side of an importance on

H. Freeman on Developing Workplace resilience: The role of the peer referral agent diffuser talks about the role of diffuser agent in Canada Post Corporation. Narrative information proposed that it was taking extensive time for representatives to get back openly from a disturbing occasion and this affected the whole work environment timetable. They instigated a plan so that employees get back to work as soon as possible following the post traumatic event and develop certain skills to cope up with such issues. A team was formed with members from CPC Pacific Region managers in labor relations, occupational health and safety, human resources, and corporate security. The members underwent training in critical incident management so that they could distinguish between the significant and critical events. The foundation of the program was to use Peer Referral Agents (PRA) as listening ear for the employees. Later from these PRA certain individual were selected and undergone training by specialist and they become the peer diffuser. The role of peer diffuser was significant as they brought significant result, out of the 209 Canada Post Corporation Pacific employees who participated in these events, all returned to the workplace the same day or the following morning, and only one employee took time off