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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.

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.

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.

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.

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.

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.

The theory of organizational commitment (OC) was originally developed in the context of Western societies. Therefore, its application to a non-Western country may be easier and more successful if that country’s society has been historically influenced by Western cultures. Based on this understanding, this paper aims to investigate the relationship between OC and rewards among employees in one of East Asia’s developing countries most significantly influenced by Western cultures.

Hierarchical regression analysis was conducted using survey data obtained from 2,363 employees working for 11 Japanese manufacturing companies in the Philippines.

The paper revealed that the variables measuring intrinsic rewards were strongly related to OC than extrinsic and social rewards, suggesting that the antecedents of OC in the Philippines resemble more closely those found in the west than in the east. This tendency was found to be stronger for university graduates, whose OC is influenced more significantly by intrinsic rewards and less by social rewards, compared to that of non-graduates.

The major limitation concerns reliability. This study used self-report data from individual respondents; this may result in common method bias relationships between variables being inflated.

The results of this study could support the revision of human resource management practices, enabling workers to contribute to their companies on a long-term basis in countries where Western cultures have influenced employees’ mindsets and attitudes.

Intrinsic rewards impact OC more than other rewards in the Philippines due to its history of Westernization and recent industrialization. This research is the first, to the best of the author’s knowledge, to verify this assumption, and should assist managers of companies in the Philippines, and perhaps, in other developing countries influenced by Western cultures, in formulating strategies to foster high levels of OC among their employees.

The purpose of this paper is to examine the factors which influence positive and antagonistic job behavior of employees and their effects on work outcome. Such factors are regulated by the job design and policies of an organization. This is part of the findings.

The paper surveys a sample of 635 middle and lower level executives working in insurance organizations. Structural equation modeling was employed to test the nomological network.

Results reveal significant roles of empowerment and job interdependence in explaining positive job behavior and its influence on work outcome. In addition, limited role of organization support on employee job behavior was observed.

This study was limited by its cross-sectional design and self- reported data. Issues of common method bias have been addressed. The outcome of this quantitative research provides input for job design focused on increasing work outcome.

This study highlights that empowerment at work brings about positive work behavior that significantly enhances employee commitment to customer service. Further, organization support at work does not explain employee behavior influencing work outcome; whereas, most past studies show significant role of support factors. Antagonistic behavior does not necessarily make an individual decide to leave the organization, indicating that such behaviors can be controlled by managing the contextual factors. The findings offer insights to motivation and behavior-related theories and suggest a shift in HR practices by predicting employee behavior.

The purpose of this paper is to investigate a research model of employee empowerment along with its contextual determinants (i.e. leader-member exchange (LMX) and schedule flexibility) and primary consequence (i.e. service performance) for restaurant workers in New Zealand and South Korea. The study further examines a moderating role of national differences derived from the power distance theory for the hypothesized paths between empowerment and its determinants and consequences.

This study utilized traditional paper-and-pencil surveys for data collection. A final sample of 303 service employees from restaurants in New Zealand (n=152) and South Korea (n=151) was used to test research hypotheses by structural equation modeling using LISREL (version 8.80).

The study concludes with two core findings supporting research hypotheses. First, as hypothesized, employees who consider their schedule flexible with high LMX quality with their immediate supervisor are more likely to feel empowered, and empowered workers are more likely to perform well in customer services. Furthermore, the results show that the impact of schedule flexibility and LMX on empowerment and the impact of empowerment on service performance are more salient among South Korean employees than their New Zealand counterpart.

Based on job characteristics, work adjustment, and social exchange theories, this study develops and tests a research model of employee empowerment including service context-relevant determinants, i.e., schedule flexibility and LMX, as well as a crucial work outcome, i.e., service performance, using two different national samples. The findings of this study contribute to the body of knowledge in understanding the organizational dynamic of employee empowerment in the service industry, suggesting that managers incorporate relevant contextual practices to promote empowerment, which ultimately enhances employees’ service performance. It is also recommended that such practices are carefully implemented, taking into consideration the cultural background of the workforce.

The purpose of this paper is to aim mainly at further understanding how servant leadership can affect engagement during a merger with high levels of uncertainty through the mediating role of organizational identification and psychological empowerment. In addition, the research aimed at validating the servant leadership survey (SLS) in a new culture and language.

In total, 1,107 respondents from two merging Portuguese companies answered a survey. Structural equation modeling was used to further test the mediation model proposed.

SLS proved to be valid and reliable in the Portuguese context and language. Servant leadership strongly affected work engagement in conditions of high uncertainty. Organizational identification and psychological empowerment acted as mediating variables.

Future research could include longitudinal studies, the effect of specific servant leadership dimensions and the distinction between servant leadership and other leadership models during a merger in conditions of high uncertainty.

This study extends the applicability of the servant leadership model, and the corresponding SLS in a new national culture and as an effective leadership approach under conditions of high uncertainty, such as in a merge process.

Multinational corporations can see servant leadership as a valid model that can permeate the whole organizational culture, inducing greater performance and the well-being of the workforce for increased engagement. Given the increasing uncertainty and volatility of the work environment, servant leadership could be particularly useful in such contexts.

This study benefits both leadership scholars and practitioners by providing evidence on the value of servant leadership in ensuring workforce engagement in conditions of high uncertainty, as in dynamic merger processes. The fact that the study was conducted right in the middle of the change process is rather unique. Moreover, servant leadership effectiveness is for the first time tested in Portugal, a country typically with a relatively strong power distance culture.