IPMA HRM.

Resilience policies enable organizations to confront with adverse circumstances and ensure businesses operational continuity. Nevertheless, so far literature lacks how employee coping mechanism and supportive HR practices foster organizational resilience. Therefore, current study establishes research framework that combines factors such as employee resilience, psychological safety, problem focused coping, emotion focused coping, supportive human resource practices and workplace friendship and examine impact of these factors on organizational resilience. Similarly, this study has conceptualized moderating effect of managerial resilience between organizational resilience and organizational performance. The quantitative research design is taken into consideration. Data are collected through structured survey questionnaire. Overall, 421 respondents have participated in this organizational resilience research survey. These numerical responses are tested with structural equation modeling approach. Statistical results indicate that employee resilience, psychological safety, problem focused coping, emotion focused coping, supportive human resource practices and workplace friendship have depicted = 45.4% variance in organizational resilience. Therefore, constructs like organizational resilience and managerial resilience have shown =55.8% variance in organizational performance. Therefore, IPMA analysis has disclosed that emotion focused coping, employee resilience and managerial resilience are found most influential factors in measuring organizational resilience. This study has conceptualized employee coping mechanism towards organizational resilience and hence largely contributes to organizational resilience literature. To practice this study has suggested that factors such as employee resilience, psychological safety, problem focused coping, emotion focused coping and supportive human resource practices are crucial factors in improving organizational resilience and hence need policymakers attention. More precisely managers could enhance organizational resilience by improving employee emotion focused coping, employee resilience and managerial resilience. This research is original as it develops an amalgamated model that combines employee coping mechanism and supportive HR practices altogether to investigate organizational resilience. Likewise, the scope of this study is also ample as it collects observations from managers at border scale and test research framework with numerical data.

韧性政策（resilience policies）可助力组织直面逆境，保障业务运营连续性。然而，现有研究尚未阐明员工应对机制与支持性人力资源实践如何推动组织韧性（organizational resilience）的提升。为此，本研究构建了整合员工韧性（employee resilience）、心理安全（psychological safety）、问题中心应对（problem focused coping）、情绪中心应对（emotion focused coping）、支持性人力资源实践与职场友谊等要素的研究框架，以考察上述因素对组织韧性的影响效应。此外，本研究还界定了管理者韧性（managerial resilience）在组织韧性与组织绩效之间的调节效应。本研究采用定量研究设计，通过结构化调查问卷收集数据，共回收421份有效问卷参与本次组织韧性相关调研。研究采用结构方程模型（structural equation modeling）对量化数据进行检验分析。统计结果显示，员工韧性、心理安全、问题中心应对、情绪中心应对、支持性人力资源实践以及职场友谊可解释组织韧性45.4%的变异量；而组织韧性与管理者韧性等变量则可解释组织绩效55.8%的变异量。IPMA分析结果表明，情绪中心应对、员工韧性与管理者韧性是测度组织韧性的最具影响力的因素。本研究针对组织韧性构建了员工应对机制的理论模型，因而极大丰富了组织韧性领域的研究文献。本研究的实践启示为：员工韧性、心理安全、问题中心应对、情绪中心应对与支持性人力资源实践是提升组织韧性的核心要素，需得到政策制定者的重视。具体而言，管理者可通过提升员工情绪中心应对能力、员工韧性与管理者韧性来增强组织韧性。本研究具有原创性：其构建了融合员工应对机制与支持性人力资源实践的整合模型，以考察组织韧性。此外，本研究的研究范围较为广泛，通过大范围调研收集管理者样本数据，并采用量化方法对研究框架进行实证检验。