Why resilience managers aren’t resilient, and what human resource management can do about it

Research output: Contribution to journalArticlepeer-review

Authors

External organisations

  • Ecolé Polytechnique
  • Aston Univ

Abstract

Prior resilience research typically focuses on either the individual or the organizational level of analysis, emphasises resilience in relation to day-to-day stressors rather than extreme events, and is empirically under-developed. In response, our study inductively theorises about the relationships between individual and organizational resilience, drawing upon a large-scale study of resilience work in UK and French organizations. Our first-hand accounts of resilience work reveal the micro-processes involved in producing resilient organizations, and highlight the challenges experienced in doing resilience work in large organizations. We show that these micro-processes have significant implications for resilience at both individual and organizational levels, and draw implications for how HRM interventions can help to promote individual, and thus organizational, resilience.

Details

Original languageEnglish
Pages (from-to)1261-1286
Number of pages26
JournalInternational Journal of Human Resource Management
Volume30
Issue number8
Early online date31 Oct 2016
Publication statusPublished - 28 Apr 2019

Keywords

  • Resilience, human resource management, conceptual taint, dirty jobs, taint management strategies