The relationship between employee resilience and wellbeing

In the organisational context, there is increasing discussion about lack of motivation among employees, a feeling that affects both mental well-being and long-term performance. Feedback received in recruitment interviews about the purpose and motivation of employees, and individual study on resilience, led me to delve deeper into this psychological characteristic. Social and human sciences experts suggest managers to adopt an effective strategy to improve employee resilience and thus increase attachment to the organisation.

In this article, I set out to develop the notion of wellbeing in relation to the organisation and a programme to increase resilience among employees in the organisation. I believe that the success of each one of us, regardless of the position we occupy within the organisation, depends on our psycho-emotional state and resilience in the face of challenges.

Well-being, also known as well-being, is a complex and subjective dimension of an individual’s life, reflecting a person’s perception of work-life balance.
Well-being can be influenced by a variety of factors, including physical, mental, emotional and social aspects of an individual’s life. These include satisfaction in interpersonal relationships, personal and professional achievements, sense of autonomy and control, strong social connections, sense of purpose and meaning in life.

Organizational resilience refers to the ability of the organization to create an internal environment that supports the development of resilience in employees (Brock and Grady, 2002). Resilience describes the ability of individuals to adapt to various challenges and stressful situations while maintaining motivation, focus and self-control. The ability to be resilient in the face of stress caused by the difficulty of tasks can be built through awareness and effort. Taking responsibility and engaging in the search for solutions can lead to cultivating resilience. Optimism and self-efficacy are two psychological resources, which provide the impetus for individuals to engage in tasks and be persistent in solving them.

The relationship between well-being and employee resilience is complex and influenced by a number of interacting factors. Here are some of these factors:

• Working environment
• Mental and emotional health
• Social support
• Autonomy and control
• Personal goals and objectives
• Stress management techniques

The importance of attachment to the organisation

George Homans (1950) argues that there are three factors that lead to social cohesion: interaction, shared activities and shared feelings. Homans believes that as interaction between people develops, the sense of belonging to the group, essential in the development of a secure attachment, increases.

Emotional support from managers and co-workers and involvement in group activities can lead to feelings of trust and organisational attachment. On the other hand, lack of effective communication between colleagues and departments and high workload can become a source of stress and lack of motivation. Employees who feel connected to the organisation are more likely to be motivated, loyal and engaged in activities. Allen and Meyer (1990) define organizational attachment as “the psychological state that characterizes the degree to which employees feel emotionally, cognitively, and behaviorally connected to their organization”. Cultivating positive organisational attachment can be achieved through committed leadership, creating a healthy organisational culture, providing opportunities for personal and professional development and appreciating employee effort.

The need for a wellbeing programme for resilience

Employee well-being is integral to a thriving work environment, so implementing a program to increase satisfaction and motivation is necessary for organizational productivity and success. Staff turnover, lack of motivation and performance, burnout and depression among employees are just some of the negative aspects that have led to the urgent need for a change in strategy at the management level to increase resilience and performance.

Below we have outlined some benefits that can underpin a structured strategy to increase wellbeing in the organisation. Implementing a strategy requires a long-term commitment from management and a holistic approach to ensure that the wellbeing needs of all employees are considered and met.

• Stress reduction programs (gym memberships, yoga)
• Cultural programmes (subscriptions to the theatre or other cultural institutions)
• Counselling and group therapy programmes
• Presence of organisational psychologist for individual counselling
• Extra leave days
• Flexible working hours (hybrid or remote)
• Digitisation of the working environment
• Benefits for employees with children (medical passes, school supplies)
• Allocation of a budget for excursions and teambuilding activities
• Organisation of regular sports activities
• Organisation of training to improve soft skills
• Internal organisation of holiday events

The role of implementing a wellbeing programme in the organisation?

• Improving mental health
• Improving physical health
• Reducing staff turnover
• Reducing drop-out from work
• Avoiding burnout and depression
• Increased productivity
• Increasing employees’ personal development
• Increased motivation and satisfaction
• Increasing organisational culture
• Attracting and retaining talent

Therefore, a wellbeing programme in organisations not only contributes to improving employee health and happiness, but can also have a significant impact on organisational performance. Supporting and promoting programs and benefits that support employee well-being is an investment in the long-term success of an organization. By understanding employees’ needs in terms of physical, mental and emotional health, organizations can create a positive work environment where employees feel valued and encouraged to make their maximum contribution.