Come and Gone! Psychological Resilience and Organizational Resilience in Tourism Industry Post COVID-19 Pandemic: The Role of Life Satisfaction

Abstract

This research paper delves into the multifaceted relationships between psychological resilience, organizational trust, life satisfaction, and organizational resilience within the context of tourism firms in Egypt. Against the backdrop of the COVID-19 pandemic and its profound effects on the tourism industry, the study aims to unravel the intricate interplay of individual and organizational factors that contribute to the adaptive capacity and well-being of employees. The research employs a quantitative methodology, engaging full-time sales and marketing employees from five-star hotels and class A travel agents (660) as key participants, employing SmartPLS-SEM vs4 to analyze the collected data. Through a nuanced examination of their experiences post-pandemic, the study investigates how psychological resilience, defined as the ability to bounce back from adversity, influences both life satisfaction and organizational resilience. Additionally, the impact of organizational trust, characterized by the confidence and faith employees place in their organization, on life satisfaction and organizational resilience is explored. Preliminary findings suggest a positive association between psychological resilience and both life satisfaction and organizational resilience. Employees exhibiting higher levels of psychological resilience tend to not only experience greater life satisfaction but also contribute significantly to their organization’s resilience. Furthermore, organizational trust emerges as a critical factor, positively influencing life satisfaction and organizational resilience. The study contributes valuable insights to the evolving landscape of tourism management and lays the foundation for future research endeavors in this domain.

Internationalization and Sustainable Hotel Competitiveness: Resilience and Network Ties to Increase Tourism Sustainability

“…The tourism industry is considered one of the sectors with the greatest capacity to adapt and recover from catastrophic or unexpected events [16]. In recent years, we have found many studies that have tried to relate this resilience to the COVID-19 pandemic [32][33][34]. However, few have attempted to link resilience and competitiveness in an international context.…”

Enhancing Organizational Resilience: The Transformative Influence of Strategic Human Resource Management Practices and Organizational Culture

“…Simultaneously addressing individual and OR through SHRM practices brings multiple benefits to organizations, from improving performance and stress resilience to increasing employee engagement and productivity [12,39,40]. Such practices contribute to creating a healthy and stimulating work environment that promotes innovation, collaboration, and adaptability.…”

“…A variety of factors influence the dynamics of resilience, such as the level of preparedness and available human resources, the quality of infrastructure, and the degree of solidarity and collaboration among involved actors [10]. Therefore, research and practices aimed at understanding and supporting the development of OR are particularly relevant and valuable in risk management and in promoting the long-term success of organizations [11,12].…”