Resilience in public sector managers
Abstract
This study discusses the concept of employee resilience (ER), defined as the capability to use resources to continually adapt and flourish at work, even when faced with challenging circumstances. The concept is grounded in positive psychology and conservation of resources (COR) theory and complements other concepts such as coping which describe employees and managers adapting to challenge and change. This study validates a scale of ER and examines attributes and job factors associated with heightened ER in public sector line managers. Study results show that heightened ER is associated with public service motivation (PSM), employees’ pro-social skills and constructive leadership by supervisors. ER is also associated with a climate for innovation. Theoretical and practical implications for strengthening employees’ resilience in public organizations are discussed.
RAS ID
32661
Document Type
Journal Article
Date of Publication
2022
Funding Information
New Zealand PublicService Association
School
School of Business and Law
Copyright
subscription content
Publisher
SAGE
Recommended Citation
Plimmer, G., Berman, E. M., Malinen, S., Franken, E., Naswall, K., Kuntz, J., & Löfgren, K. (2022). Resilience in public sector managers. DOI: https://doi.org/10.1177/0734371X20985105
Comments
Plimmer, G., Berman, E. M., Malinen, S., Franken, E., Naswall, K., Kuntz, J., & Löfgren, K. (2022). Resilience in public sector managers. Review of Public Personnel Administration, 42(2), 338-367.
https://doi.org/10.1177/0734371X20985105