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Building organization and employee resilience in disaster contexts

Mendiola Teng-Calleja (Department of Psychology, Ateneo Center for Organization Research and Development, Ateneo de Manila University, Quezon City, Philippines)
Maria Regina M. Hechanova (Department of Psychology, Ateneo Center for Organization Research and Development, Ateneo de Manila University, Quezon City, Philippines)
Pinky Rose Sabile (Department of Psychology, Ateneo Center for Organization Research and Development, Ateneo de Manila University, Quezon City, Philippines)
Angelique Pearl Virtue P. Villasanta (Department of Psychology, Ateneo de Manila University, Quezon City, Philippines)

International Journal of Workplace Health Management

ISSN: 1753-8351

Article publication date: 7 May 2020

Issue publication date: 14 October 2020

1191

Abstract

Purpose

This study explored the resilience-building initiatives of work organizations using the Johns Hopkins Resistance–Resilience–Recovery Model. It also determined how resilience-building initiatives increase organizational resilience and promote employee resilience.

Design/methodology/approach

The study employed an exploratory sequential mixed-methods approach. In Study 1, resilience-building initiatives of selected work organizations in the Philippines were determined through qualitative research. A survey questionnaire to determine the presence of resistance, resilience and recovery programs in organizations was developed based on the results of this qualitative study. In Study 2, the empirical relations of these initiatives to reported levels of perceived organizational resilience as well as individual employee resilience were determined through a quantitative survey among employees. Data was analyzed using structural equation modeling.

Findings

The findings of the study described resistance, resilience and recovery programs in work organizations. Results also supported the hypothesis that the presence of resilience-building initiatives contributes to organizational resilience, which in turn affects employee resilience.

Research limitations/implications

The relatively low contribution of organization initiatives on organization resilience suggests that other factors may need to be explored. Also, despite using a sequential mixed-method approach, conducting longitudinal studies in future research will provide more robust data on the impact of interventions on resilience.

Practical implications

Management may use the results in identifying initiatives that can increase resilience in their organizations. The tool created may be utilized in gathering data on initiatives and help those in-charge of disaster risk reduction and management build a business case on the importance of investing in resilience-building efforts.

Originality/value

The study identified resilience-building initiatives of work organizations in a country that regularly experiences disasters as well as demonstrated the utility of the Johns Hopkins Model as framework for resilience building in the workplace. A survey questionnaire to determine the presence of resistance, resilience and recovery programs in organizations was developed through the exploratory study (Study 1), and the contributions of these initiatives to resilience of employees and organizations were established in Study 2.

Keywords

Acknowledgements

This research project was conducted through the Loyola Schools Scholarly Work Faculty Grant of the Ateneo de Manila University and the support of the Ateneo Center for Organization Research and Development (Ateneo CORD).

Citation

Teng-Calleja, M., Hechanova, M.R.M., Sabile, P.R. and Villasanta, A.P.V.P. (2020), "Building organization and employee resilience in disaster contexts", International Journal of Workplace Health Management, Vol. 13 No. 4, pp. 393-411. https://doi.org/10.1108/IJWHM-09-2019-0122

Publisher

:

Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

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