Resilience, well-being, and organizational outcomes of Croatian, Thai, and US workers during COVID-19

Abstract

Drawing on social cognitive theory (SCT), this study examines the effects of employee resilience, through well-being, on job productivity, and relational satisfaction among extraverted versus introverted workers in Croatia, Thailand, and the United States during the early period of the coronavirus disease 2019 pandemic. Participants included 832 working adults from various industries. Moderated mediation analyses revealed employee resilience positively predicted psychological well-being which, in turn, positively predicted both productivity and relational satisfaction. Regardless of culture, extraverted workers reported less productivity but greater satisfaction with coworkers compared to introverted workers. Also, resilience dampened the negative effects of introversion on relational satisfaction. The findings support the multilevel perspective of resilience and SCT assertion that behavioral outcomes are determined by an interaction between personal and environmental factors and highlight the need to promote employee resilience and well-being during times of crisis. Recommendations on how managers can support employees during this unprecedented global health crisis are provided.

Factors Impacting SMES’ Business Sustainability PostCOVID-19 in Bucharest, Romania, from the Perspective of Resilience

“…According to Vito et al (2023), "leaders are coping with multiple challenges during the COVID -19 pandemic, and both individual and organizational resilience are critical to successfully manage this turbulent change" (p. 1). Several studies conclude that the level of resilience of the members of an organization is crucial for coping with crises (Lombardi, Cunha & Giustiniano, 2021;Prieto & Talukder, 2023), which includes the professional development of individuals and, consequently, their achievements or personal goals and well-being, up to the achievement of leadership positions (Charoensap-Kelly et al, 2021). Indeed, sustainable leaders can "allow a fast, resilient response which is competitive and appealing to all stakeholders" (Gerard et al, 2017, p. 116).…”

“Challenge” or “Hindrance”? The Effect of Leader–Member Exchange on Employee Resilience in Public Sector Organizations

“…It is characterized by employees' ability to persevere, recover quickly, grow, and achieve goals in the face of adversity such as con ict and failure at work [7,8,9]. It plays a crucial role in helping employees to overcome detrimental effects such as role ambiguity and turnover intentions [10,11] while increasing job satisfaction [6,12], well-being, and performance [13,14], among others. Employees are central to an organization's ability to adapt to change in uncertain and dynamic environments [15,16].…”