Workplace Resilience and its Impact on Leveraging HR Adaptability: A conceptual framework

Résumé

Abstract

This research paper attempts to propose a conceptual framework for workplace resilience and how it impacts HR adaptability. The study adopts a qualitative conceptual methodology based on an extensive review and synthesis of literature related to psychological capital, resilience, and Human Resource Development (HRD). In response to current volatile conditions, this conceptual paper employs a theoretical descriptive approach to underscore the crucial role of bolstering resilience as a component of psychological capital. It begins by establishing the theoretical foundations and significance of psychological capital, focusing particularly on resilience. The study adopts a qualitative conceptual methodology based on an extensive review and synthesis of literature related to psychological capital, resilience, and Human Resource Development (HRD). The paper then outlines proactive and reactive strategies for fostering resilience within Human Resource Development (HRD). Proactive HRD strategies involve boosting psychological strengths, reducing risk factors, and enabling processes that empower employees to fortify their resilience. On the reactive side, strategies are inspired by a model that promotes the enhancement of positive emotions, self-improvement, external attribution, and toughness. No empirical sample was used. The analysis relies on peer-reviewed academic articles, books, and reports retrieved from major scientific databases, including Scopus, ScienceDirect, SpringerLink, and Google Scholar. This paper provides concrete recommendations for HRD implementations and sets a research agenda for future exploration.

Keywords: Workplace Resilience, psychological capital, HR management development, Adaptability, Conceptual framework