SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

Khaliq Ur Rehman,José Moleiro Martins,Sabita Mariam,Mário Nuno Mata,João Xavier Rita,Anabela Batista Correia

doi:10.3390/joitmc7020159

Abstract

The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

Highlights

The term “resilient behavior” was adopted from microbiology and cell regeneration studies, material processing, and other engineering aspects into the organizational sciences [1,2]
This research is designed to look into how strategic human resource management (SHRM) practices can develop an individual’s resilient behavior, which may further lead to organizational resilient behavior
The current study investigates the relationship between three different variables, and to measure those variables, the following questionnaires were adapted: A15-item scale was adapted from Chen [52] to measure organizational resilient behavior

Summary

Introduction

The term “resilient behavior” was adopted from microbiology and cell regeneration studies, material processing, and other engineering aspects into the organizational sciences [1,2]. Resilient behavior was first introduced in psychology, economics, and financial management, especially in managing risks during financial crises and stock exchange crises [3,4]. Several authors defined resilient behavior in its parent school of thought and its adoption into organizational studies. For the sake of simplification and operationalization, this research takes the concept of resilient behavior as “The maintenance of positive adjustment under challenging conditions” [5]. This research is designed to look into how strategic human resource management (SHRM) practices can develop an individual’s resilient behavior, which may further lead to organizational resilient behavior.

Methods

Results

Discussion

Conclusion