The impact of strategic human resource management on organizational resilience: an empirical study on hospitals

Abstract

The aim of this study was to explore the impact of strategic human resource management practices (strategic value of human resource practices, human resource analytics and high-performance work practices) on organizational resilience (cognitive, behavioral and contextual dimensions) in private hospitals. The required data for the purpose of this study were collected by a questionnaire developed on the basis of related works. The questionnaire was developed based on exploratory and confirmatory factor analyses. It consisted of 30 items divided into two domains, the first one to measure strategic resource management practices (15 items), and the second one to measure organizational resilience (15 items). The study population was consisted of employees working at private hospitals. The questionnaires were distributed to a random sample of 500 administrative staff working in private hospitals. A total of 449 valid responses were retrieved with a response rate of 89.9%, which is high percent because the researcher visited the hospitals and distributed the questionnaires personally. Using IBM SPSS 24.0 and AMOS 22, the results confirmed that strategic human resource management practices have a positive impact on organizational resilience. In terms of the separate effects of strategic HRM practices, the results showed that strategic value of human resource practices was the most influential variable on organizational resilience, followed by human resource analytics, then high performance work practices The study concluded that the hospital’s ability to be resilient requires an advance planning when formulating the human resources strategy that is supposed to be integrated into the hospital’s strategy.

Linking Employee Resilience with Organizational Resilience: The Roles of Coping Mechanism and Managerial Resilience

“…37 The three dimensions of organizational resilience have been recognized in the literature, namely, the cognitive dimension, the behavioral dimension, and the contextual dimension. 2,38 The cognitive dimension of a strong sense of purpose, core values, shared vision, language use, 39,40 and constructive meaning construction 41 contribute to the creation of organizational resilience creation. The behavioral dimensions of resource redundancy, agility, useful habits and preparation behaviors in practice combine to generate centrifugal force and centripetal force for the development of organizational resilience; 5 the basic contextual conditions that support resilience include Psychological safety, deep social capital, decentralization of power and responsibilities, and extensive resource networks 5 depend on the internal and external relationships of the organization to promote effective responses to environmental complexity.…”

Hotels in contexts of uncertainty: Measuring organisational resilience

“…Moreover, they state that learning would improve creative knowledge to manage unexpected situations and use helpful indicators to interpret potential threats and opportunities. On the other hand, literature encourages employee participation in the decision-making process of plans and strategies in an uncertain context (e.g., Al-Ayed, 2019 ; Bouaziz & Hachicha, 2018 ; Brown et al, 2019 ; Lengnick-Hall, Beck, & Lengnick-Hall, 2011 ). As an example of the positive effect of employee involvement, Ivkov et al (2019) find that managers' previous experience of disasters and managerial experience duration have a positive effect on hotel resilience.…”

Impact of the COVID-19 pandemic on logistics firms and their resilience: case studies in Thailand

“…Financial resilience is an internal factor related to the management of cash flows and the business value to identify possible performance improvements and loss cuts. Social, environmental, and commercial resilience are examples of external factors (Al-Ayed, 2019). Social and environmental resilience can influence the business positively.…”