Description of resilience
Discuss about the Resources Protect Organizations From Demand Work.
Resilience as according to scholars has been identified as a good way to reduce the job insecurity in employees. The work pressure is much higher nowadays due to the increased market competition. In course to stay competitive in the ever rising market competition, firms across the globe intend to attain the perfection in every working department (Hart, Brannan & De Chesnay, 2014). Consequently, skilled employees are not only the needs, the expectation have rather broadened. Employees along with their excellent work related skills must possess a competitive and innovative nature in them, so that, their participation is valued. They need to have desires for aligning their work practices with the organisational objectives, so that, each and every investment made on employees provide the anticipated reversal of it (Bajaj & Pande, 2016). The essay is aimed at understanding the importance of resilience at the workplace.
Resilience is that indescribable characteristic of people that allows them who were being knocked down, come back even stronger than ever. They never allow failure overcoming them and draining any sort of chances for them for the resolution. Psychologists have identified a few of factors that contribute to resilience in someone, which includes positive attitude, ability to control emotions, optimism, and positive lookout for failure (Arora & Rangnekar, 2014). Resilient people have the courage in them to bounce back from oddest of situations. It is their courage that motivates such people to remain calm & composed and focussed on finding the best possible way out of the challenging situation (Arora & Rangnekar, 2014).
As stated earlier, resilience helps to remain composed even during the oddest of situations and find the ways rather than letting the situation overcoming any chance of resolution. Resilience is an important characteristic which benefits the one who possess it. The assistance is not just limited to a stage; it rather has a larger scope that can be found as expanding through different stages involved between early childhoods and adulthood (Magnano, Craparo & Paolillo, 2016). It means that resilience is like an effective weapon that helps its possessor in different situations. It is helpful at the school age. It is effective at the workplace as well. Resilience is one of the essential elements of psychological capital which is an essential parameter of judging the values of employees. Psychological capital is the one area where employees differ to each other. Resilience helps to perform better and bring the productive results (Reyes et al., 2015). Resilience can be the source to employee motivation. A motivated employee is a valuable asset for organisations (Reyes et al., 2015).
Importance and application of resilience
Resilience is applicable at the educational institutions, at workplaces and several many. Employees and employers can both contribute to build up a resilient workplace. Employers can help it through many ways, among all it includes encouraging the physical wellbeing, promoting a friendly environment and ensuring good supports to physical & mental health (Malik & Garg, 2017). Physical wellbeing can be promoted by communicating a few of useful tips such as eating healthily, quit smoking, exercise and sensible drinking. The human resource department specific to a company needs to find ways to promote such awareness. Educating posts can be shared with employees on a daily basis. A friendly wok environment is a difficult task to create. For this, management needs to have controls on some unethical acts such as the workplace discrimination (Ceschi et al., 2017). Social networks must be promoted, so that, proper interaction is there between employees in the different branches of the company. By following the legislative guidelines, organisations can have the adequate set ups for health and safety (Shimoinaba et al., 2015). Employees can be resilient by applying a few factors that include positive attitude, positive self-perception, good relationships with all and practising meditation (Shimoinaba et al., 2015).
There are five factors which contribute to workplace resilience that include thankfulness, mindfulness, self-compassion, optimism and grit. Thankfulness means being encouraged to notice only the good things. It also means being hopeful about the possibilities that exist. Mindfulness means being centred just to the current situation and doing only the valid things. Optimism means being optimistic about the possibilities. Grit helps to tap into the resilient strategies, strengths and attitudes. Self-compassion encourages for ignoring the wrong that has happened and focussing just on the possibilities (Sigalit, Sivia & Michal, 2017).
Other factors relevant to resilience: Flexibility and toughness are few of the other factors which are relevant to resilience. Flexibility is the ability to adjust or adapt to any situation irrespective of its nature. It helps to remain motivated in the oddest of circumstances. Toughness conveys the similar meaning which is related with a state of being rock solid in any kind of situation (Delgado et al., 2017).
As opined by Shoss, Jiang & Probst (2018), job insecurity can be associated to undesirable behavioural, emotional and cognitive outcomes. According to the authors, resilience can help fight with such outcomes. Two different studies were being conducted, one of which was with University employees in the United States and another with the employees, a working population in the United States. In both the instances, authors had come across the similar conclusion which is that resilience can help to reduce the relationship between job insecurity and its consequent outcomes in the form of emotional exhaustion and behavioural peculiarities. The authors were to the point during the entire study and had reached to the desired conclusion with the two different cross sectional studies. Therefore, authors were able to conclude that resilience can effectively reduce the job in security and its consequent outcomes. The different themes that were elected by authors were job in security, resilience, burn out, coping and counterproductive work behaviour. The study was pretty balanced throughout the study. The selection of paper was effective and helped authors reach to the desired goal.
Factors contributing to resilience
Kašpárková et al. (2018) have said that resilience and job performance are interrelated. The study moves even further and shades light on the two positive outcomes of having a resilient workplace that include job satisfaction and work engagement. The data was collected with the help of an online survey conducted with 360 Czech workers. The authors have identified job satisfaction and job performance as the two mediating factors which encourage a resilient nature. The themes selected for the study were job satisfaction, work engagement and job performance. The authors had used a balanced approach to reach to the planed objectives. According to authors, job satisfaction is the ultimate goal which will drive employees for being resilient in the workplace. Work engagement will also encourage for being Resilient. The study had a few limitations. The authors were not being able to identify or highlight a diverse workplace where research study could have been more complicated and productive as well.. The diverse workplace could have delivered more lights on the chosen themes. The study was able to find the desired conclusion which is that job satisfaction and work engagement act as the mediator for resilience.
In the opinion of McEwen & Boyd (2018), Resilience can be constructed from an individual and also from a team. The authors have considered two themes for this study that include individual resilience and team resilience. An approximately 344 respondents which were the employees were being selected for this study. The study has some limitations in terms of its research design and the findings. The sampling was also a problem. This is due to such facts the authors were unable to find the conclusion which could have given the topic a new direction. It was entirely felt that a diverse population of respondents could have produced a much diverse results. The research was conducted in a balanced way and had also utilised the relevant or useful measurement tools. However, due to the inability to select a wider respondent base, the study had failed to find the diverse views of respondents. Despite the limitations, the authors were able to conclude that the workplace resilience is formed with a collective effort of individual resilience and team resilience.
As argued by Vanhove et al. (2016), the resilience building programs at the organisational level is still in the experimental stage, the effectiveness of which hasn’t yet been approved by a numerous literature reviews on the same topic. The authors for this study have considered 42 independent samples across the 37 different studies. The authors had selected two themes such as the ability to bounce back and having the attitude of being resilient. The study had a quiet of limitations in the form of its findings which suggested that there is still the needs for numerous literature reviews or the research works on identifying the impact of resilience construction program in organisations. The authors had focused their study on identifying the effectiveness of such programs which are nowadays a lot more in practice. The authors had not denied the importance of such programs; however, the authors had identified the needs for more research works on examining the effectiveness of resilience building programs. The authors also suggested that it’s pretty difficult to return back from the state of stress. However, this is very much feasible to have the pre existing qualities to be resilient under any circumstances.
Other factors relevant to resilience
Conclusion:
Resilience is a broader topic that will keep on attracting the numerous research works on the different interrelated topics. Some literatures had identified that resilience is a nature to reverse back from the state of stress whereas few have claimed it as entirely the inbuilt qualities of the individuals. The literature review section in this study has also found the similar kind of different results. The study has also identified with the help of the selected literature that resilient construction program within the organisations are still in the experimental stage. The study has not yet found evidences in favour of such programs. However, the topic will attract more research works in future.
References
Arora, R., & Rangnekar, S. (2014). Workplace mentoring and career resilience: An empirical test. The Psychologist-Manager Journal, 17(3), 205.
Bajaj, B., & Pande, N. (2016). Mediating role of resilience in the impact of mindfulness on life satisfaction and affect as indices of subjective well-being. Personality and Individual Differences, 93, 63-67.
Ceschi, A., Fraccaroli, F., Costantini, A., & Sartori, R. (2017). Turning bad into good: How resilience resources protect organizations from demanding work environments. Journal of Workplace Behavioral Health, 32(4), 267-289.
Delgado, C., Upton, D., Ranse, K., Furness, T., & Foster, K. (2017). Nurses’ resilience and the emotional labour of nursing work: An integrative review of empirical literature. International journal of nursing studies, 70, 71-88.
Hart, P. L., Brannan, J. D., & De Chesnay, M. (2014). Resilience in nurses: an integrative review. Journal of Nursing management, 22(6), 720-734.
Kašpárková, L., Vaculík, M., Procházka, J., & Schaufeli, W. B. (2018). Why resilient workers perform better: The roles of job satisfaction and work engagement. Journal of Workplace Behavioral Health, 33(1), 43-62.
Magnano, P., Craparo, G., & Paolillo, A. (2016). Resilience and Emotional Intelligence: which role in achievement motivation. International Journal of Psychological Research, 9(1), 9-20.
Malik, P., & Garg, P. (2017). Learning organization and work engagement: the mediating role of employee resilience. The International Journal of Human Resource management , 1-24.
McEwen, K., & Boyd, C. M. (2018). A Measure of Team Resilience: Developing the Resilience at Work Team Scale. Journal of occupational and environmental medicine, 60(3), 258-272.
Reyes, A. T., Andrusyszyn, M. A., Iwasiw, C., Forchuk, C., & Babenko-Mould, Y. (2015). Resilience in nursing education: an integrative review. Journal of Nursing Education, 54(8), 438-444.
Shimoinaba, K., O’Connor, M., Lee, S., & Kissane, D. (2015). Nurses’ resilience and nurturance of the self. International journal of palliative nursing, 21(10), 504-510.
Shoss, M. K., Jiang, L., & Probst, T. M. (2018). Bending without breaking management : A two-study examination of employee resilience in the face of job insecurity. Journal of occupational health psychology, 23(1), 1-12.
Sigalit, W., Sivia, B., & Michal, I. (2017). Factors Associated With Nursing Students’ Resilience: Communication Skills Course, Use of Social Media and Satisfaction With Clinical Placement. Journal of Professional Nursing, 33(2), 153-161.
Vanhove, A. J., Herian, M. N., Perez, A. L., Harms, P. D., & Lester, P. B. (2016). Can resilience be developed at work? A meta?analytic review of resilience?building programme effectiveness. Journal of Occupational and Organizational Psychology, 89(2), 278-307.
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