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Limited empirical research has been conducted on the mediational influence of employees' intent to quit (IQ) and strategic human resource management (SHRM) to examine meaningfulness in work (MW) and job satisfaction (JS). Applying the psychological contract theory (PCT), this paper aims to explore the relationships among SHRM, IQ, MW, and JS; and the mediational influence of IQ on the relationship between SHRM and MW.

This paper examines a proposed hypothesised model with a two-stage technique of structural equation modelling, including four propositions. A web-based survey including a pilot test was directed to collect data targeting a sample of 200 full time Bangladeshi employees.

The results indicate that SHRM has significant effects on employees' IQ and MW, and IQ has a partial mediational impact on the direct relationship between SHRM and MW. Moreover, employees' IQ on MW was negative, and MW on JS was significantly positive among Bangladeshi employees.

This paper suggests that organisations aiming higher MW and JS should encourage SHRM and align their HRM functions accordingly. Furthermore, the implications of the study results can help organisations and HR managers to recognise the adverse effects of IQ on MW and the effective implementation of SHRM for higher MW and JS.

Despite the significant relationship between HRM and employee motivation, limited empirical research has been conducted on the mediational influence of IQ from PCT. Therefore, this paper examines the unique mediational role of IQ on the relationship between SHRM and MW, which has not been utterly observed from a developing nation's employee perspective.

It has been a tremendous challenge for organisations to navigate and survive the COVID-19 pandemic. This paper proposes a novel multi-level conceptual model, based on the resource-based view (RBV), to address the pandemic crisis and highlight the importance of strategic human resource management (SHRM) in promoting employee motivation and organisational resilience. The paper aims to provide insights and practical guidance for organisations to leverage their internal resources and capabilities to thrive in the post-pandemic landscape.

This paper conducted a comprehensive literature review of the existing research on the impact of the COVID-19 pandemic, SHRM, RBV, job satisfaction, turnover intentions and organisational resilience, covering the main contributors to this research stream and their findings.

The conceptual model presented in this paper offers five testable propositions to examine the impact of the COVID-19 pandemic on employee motivation and organisational resilience and how organisations can navigate challenging times through SHRM, which enables RBV. It highlights the foundational role of RBV and identifies the resources employed by SHRM as intervening constructs that significantly enhance employee outcomes, including motivation, job satisfaction, turnover intention and organisational resilience.

The proposed model counsels that organisations need to look beyond the straightforward application of SHRM and should enable the RBV climate to protect and uphold employee motivation and organisational resilience. Finally, measurement and analysis implications are presented for future research opportunities and managerial interventions to mitigate the impact of difficult times such as the COVID-19 pandemic.

Currently, there is a lack of research regarding the conceptualisation of the COVID-19 pandemic and its impact on employee and organisational resilience. Therefore, the proposed model discusses the significance of the alignment of SHRM and RBV as a moderator of the relationships between the impact of COVID-19 pandemic, employee motivation and organisational resilience.