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