What is it about?

Despite an eminent literature revolving around learning organization in the management discourse, there is a lack of research investigating the effect of learning organization on employee resilience and work engagement. With this precept in mind, this study developed and tested a mediation model linking learning organization to employee resilience and work engagement.

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Why is it important?

Despite the burgeoning literature reflecting its positive outcomes, HRM practitioners still lacked to view resilience as an ability that can be developed proactively among employees. Therefore, it is important to understand the mechanism of how learning organization fuel employee resilience and work engagement. This study offers vital insights to human resource managers and counselors for building interventions and practices to develop employee resilience.


With the escalating competition and stressful working environment, the organizations are faced with the question of retaining a workforce which is not only motivated to stretch beyond the formal roles but also adjust effectively to changing environmental demands. Hence, cultivating employee resilience might benefit organizations in the current economic climate when layoffs, downsizing, and increasing employee workload taxes employees’ morale and ability. Resilience, thus, might serve to construct a pathway for developing engaged employees, wherein the employees can not only employ their resources to confront new challenges but also find new ways to handle the demanding situations at workplace.

Parul Malik
Indian Institute of Technology Roorkee

Read the Original

This page is a summary of: Learning organization and work engagement: the mediating role of employee resilience, The International Journal of Human Resource Management, October 2017, Taylor & Francis, DOI: 10.1080/09585192.2017.1396549.
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