Learning organization and work engagement: the mediating role of employee resilience

Malik, Parul; Garg, Pooja

doi:10.1080/09585192.2017.1396549

Cited by 215 publications

(232 citation statements)

References 82 publications

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“…This ‘modern’ view of resilience that is shaped by the environment and is changeable means organisations have a role in facilitating it (Block, ; Coutu, ). Identified organisational antecedents include social support (Lamb & Cogan, ), feedback and a positive organisational context (Kuntz et al., ), a knowledge sharing culture (Malik & Garg, ), and transformational leadership (Harland, Harrison, Jones, & Reiter‐Palmon, ). To our knowledge, however, studies have not looked at employee resilience in the public sector context, have not explored the role of PL in that context, and have not assessed POS as an antecedent of employee resilience (Hartmann, Weiss, Newman, & Hoegl, ).…”

Section: Resiliencementioning

confidence: 99%

Paradoxical leadership in public sector organisations: Its role in fostering employee resilience

2019

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Government organisations, and their employees, need to be resilient to manage challenges such as resource constraints, rising demands, and the tensions and contradictions that underlie much public sector work, often stemming from the need to balance different stakeholder interests. Employee resilience, defined as the capacity to continuously adapt and flourish, even in the face of challenge, is an individual level construct that also benefits organisations. Despite its benefits, little is known about how to foster it. This paper explores whether paradoxical leadership (PL) can contribute to employee resilience. PL – the ability to balance competing structural and relational demands over time – may be one means of supporting employee resilience, as it corresponds to the tensions and paradoxes that exist in public sector work. This correspondence between PL and tensions in public administration work means that PL may also help employees behave resiliently. Findings from a quantitative survey (n = 233) in a large New Zealand public sector organisation indicate that PL antecedes resilience. The effect of PL facets on employee resilience is partially mediated by perceptions of organisational support.

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Section: Resiliencementioning

confidence: 99%

Paradoxical leadership in public sector organisations: Its role in fostering employee resilience

2019

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“…They argued that in this age, when automation processes are developing, HR departments are required to invest in the establishment of the learning organization structure to increase the commitment of employees to the organization and enhance their ability to keep up with change/innovations. According to Malik and Garg (2017), organizations can realize learning organization practices only with an integrated approach with HR:…”

Section: Learning Organizationmentioning

confidence: 99%

The Impact of New Generation Management Approaches on the Firm Performance: The Moderating Role of Strategic Human Resource Management Applications

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2020

Sage Open

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The main purpose of this study is to research how and to what degree a company’s performance is affected by the new generation management approaches through strategic human resource applications. Within this framework, of the new generation management approaches, organizational ambidexterity, learning organization, and innovation capability have been included as independent variables, and of the strategic human resource applications, with the moderation of talent management and the recruitment and selection process, the effects on firm performance have been tested empirically. The study was conducted in 2018 by evaluating 387 of the questionnaires collected from the firm owners and middle and upper management of randomly selected large and mid-sized businesses in Istanbul, Ankara, Bursa, and Izmir. The collected data were tested using SPSS and, within the scope of structural equation modeling, using SmartPLS. At the conclusion of the research, of the new generation management approaches, it became evident that innovation capabilities have positive effects on the firm performance and that the learning organization also has positive effects on the firm performance by the effect of the moderating variables. Furthermore, a striking weakness was found in the relationship between the performance of a firm and innovation ambidexterity. It was also found that talent management plays no moderating role in the effects of new generation management approaches on the firm performance.

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“…Employee resilience captures the extent to which employees successfully deal with change and setbacks at work and to which they adapt accordingly to thrive in a new environment (N€ aswall, Kuntz, & Malinen, 2015, p. 1). Previously, employee resilience has been related to higher levels of job performance and organizational commitment (Malik & Garg, 2017;Meneghel, Salanova, & Mart ınez, 2016;Meng et al, 2017;Youssef & Luthans, 2007) and employee creativity (Huang & Luthans, 2015). At the same time, given that resilience can be understood as a developable capability, some research has recognized the importance of leadership for employee resilience (Harland, Harrison, Jones, & Reiter-Palmon, 2005;Meng et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Employee resilience: considering both the social side and the economic side of leader-follower exchanges in conjunction with the dark side of followers’ personality

Caniëls

Hatak

2019

The International Journal of Human Resource Management

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The aim of this study is to propose and empirically test theorizing on the alignment of social and economic leader-member (SLMX and ELMX) approaches for employee resilience. Additionally, we explore a new approach to LMX relationships that views follower narcissism as a trait that is adaptive in certain contexts. The findings of our polynomial regression analysis with surface response analysis indicate that for LMX to optimally contribute to employee resilience, SLMX needs to dominate over ELMX. However, for narcissistic followers, employee resilience is strongest at both the low SLMX-low ELMX end of the spectrum and at the high SLMX-high ELMX end of the spectrum, thus questioning the usefulness of an average or imbalanced shaping of LMX for narcissists' thriving in a dynamic organizational environment. Our findings imply that by developing and nurturing reciprocal trust-based longterm relations with their followers, leaders can strengthen employee resilience. When being confronted with narcissistic followers, leaders need to either embrace an ambidextrous approach additionally emphasizing the transactional nature of the relationship, or a laissez-faire approach to foster employees' effective dealing with change and setbacks at work.

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Learning organization and work engagement: the mediating role of employee resilience

Cited by 215 publications

References 82 publications

Paradoxical leadership in public sector organisations: Its role in fostering employee resilience

Paradoxical leadership in public sector organisations: Its role in fostering employee resilience

The Impact of New Generation Management Approaches on the Firm Performance: The Moderating Role of Strategic Human Resource Management Applications

Employee resilience: considering both the social side and the economic side of leader-follower exchanges in conjunction with the dark side of followers’ personality

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