Promoting Organisational Resilience through Sustaining Engagement in a Disruptive Environment: What are the implications for HRM?

Type of content
Publisher's DOI/URI
Thesis discipline
Degree name
Publisher
University of Canterbury. Management, Marketing, and Entrepreneurship
Journal Title
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Volume Title
Language
Date
2014
Authors
Walker, B.
Nilakant, V.
Baird, R.
Abstract

This paper explores the relationship between employee well being, work engagement and organisational resilience based on empirical data from 11 organisations in Christchurch following a major disaster. Data were collected through face-to-face interviews with 160 senior managers in these organisations. Data were analysed using ground theory concepts of coding, memo writing, constant comparison and theoretical saturation. Findings suggest that while employee well being contributes to organisational resilience, work engagement is best seen as a marker of resilience.

Description
Papers were only supplied to registered participants, and not on the open web. The url for papers was http://www.hrinz.org.nz/includes/download.aspx?EMAIL=23917596&ID=137299<br /> <br /> The conference url was http://researchforum.hrinz.org.nz/Site/National_Events/Research_Forum_2014/programme.aspx
Citation
Walker, B., Nilakant, V., Baird, R. (2014) Promoting Organisational Resilience through Sustaining Engagement in a Disruptive Environment: What are the implications for HRM?. Wellington, New Zealand: Human Resources Institute of New Zealand Research Forum, 20 Nov 2014.
Keywords
Ngā upoko tukutuku/Māori subject headings
ANZSRC fields of research
Field of Research::17 - Psychology and Cognitive Sciences::1701 - Psychology::170107 - Industrial and Organisational Psychology
Field of Research::11 - Medical and Health Sciences::1117 - Public Health and Health Services::111705 - Environmental and Occupational Health and Safety
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