Organizational resilience, job satisfaction and business performance

Abstract

PurposeThis paper aims to analyze the effects of organizational resilience on job satisfaction and business performance in companies that have undergone corporate reorganizations.Design/methodology/approachA survey was carried out on a sample of 102 executives and managers from Brazilian companies that underwent corporate reorganization. The structural equation modeling (SEM) technique was used to test the hypotheses.FindingsThe results indicate that organizational resilience influences business performance (in the dimensions of economy-financial, customers and processes/learning) and job satisfaction (in the dimensions of financial and personal benefits). However, the relations between job satisfaction and business performance were partial, indicating that satisfaction can affect performance through other variables.Research limitations/implicationsThe main study implication lies on the empirical immersion regarding the effects of active organizational resilience on multi-faceted business performance, to the detriment of only the financial view and on job satisfaction.Practical implicationsThe distinct effects of resilience on business performance and job satisfaction provide managers with insight into how to allocate resources, in order to benefit the interests of both employer and employee.Originality/valueThis is one of the first studies to provide empirical evidence of the effects of active organizational resilience on multi-dimensional business performance. The results provide new insights into this relationship and may clarify divergent results found in the literature. It also provides evidence of the effects of active organizational resilience on job satisfaction in companies that have undergone corporate reorganizations, events that are supposed to require resilient skills.

Influence of Empowering and Ethical Leadership on Employees’ Job Satisfaction, Performance, and Organization Commitment

“…It refers to the apparent worker inquiries such as reward standard, training system, career development standard, and how employees feel and get respect in their workplace and achieve aspirations and expectations to their managers. However, despite obtaining significant attention, the issue of employees' engagement is still the supreme challenge in the organizational context (Beuren et al, 2021;Edgar et al, 2021;Kundi et al, 2021).…”

“…From the organizational context, employees' job satisfaction possibly correlates with managers' and employees' relationships. Moreover, employees' job satisfaction also positively affects their performance (Aljuhmani et al, 2021;Beuren et al, 2021;Cheong et al, 2019;Coggburn et al, 2017;Freire & Claudia, 2020).…”

“…Organizational commitment also refers to employees' loyalty. Some scholars attempt to validate the job satisfaction to employees' organization commitment (Bailey et al, 2016;Beuren et al, 2021;Charni, Brun, & Ricard, 2019;Luz et al, 2018;Mwesigwa et al, 2020;Valaei & Rezaei, 2016). This study premises that job satisfaction contributes to developing meaningful and positive views and commitment among employees.…”

“…However, the leaders' role to empower their employees is inevitable and workers do everything based on their leaders' instruction (Pawirosumarto, Sarjana, & Gunawan, 2017;Plyushteva, 2021). The workers also carry out their field job when the instruction come and hold similar views with their leaders (Atatsi, Stoffers, & Kil, 2019;Bailey, Faisal, & Soad, 2016;Beuren, dos Santos, & Theiss, 2021;Mwesigwa, Tusiime, & Ssekiziyivu, 2020). This system has made the managers' leadership ethics and style have become the company's rule by developing enthusiasm.…”

MSMEs Resilience: The Role of Religiosity, Culture, Use of Technology and Management Characteristics

“…Resilience at the organizational level (MSMEs) is defined as the ability of an organization to quickly recognize and seize opportunities, change direction, and avoid collisions (Beuren et al, 2021), or as a form of effort to move quickly, decisively, and effectively in anticipating, initiating and taking advantage of the changes faced (Morales et al, 2019). According to (Linnenluecke, 2017) organizational resilience is defined as the amount of disruption that an organization can absorb before it loses its structure and function, and the main variable for an enterprise in building business resilience, is the existence of adjustment ability, long-term oriented, multi-temporal perspective, knowledge structure, innovation, as well as the existence of social capital exchanges.…”