How resilient is the (future) workforce in C hina? A study of the banking sector and implications for human resource development

Jue Wang · Fang Lee Cooke · Wenhui Huang

104 citations0/0 files storedAsia Pacific Journal of Human Resources

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Resilience and Mental Health Job Satisfaction and Organizational Behavior Higher Education and Employability

Abstract

Having a resilient workforce is crucial to enhancing organisational competitiveness in an era of intensifying global competition. However, few organisations see resilience as part of the soft skills and attitudes that can be developed strategically. This study examines nine dimensions of resilience of over 1500 banking employees and 310 university students being trained for the industry. The study shows that gender, age and education level affect the level of resilience. It also reveals that performance pressure does not seem to have detrimental effect on the bank employees' resilience. The study points to a number of research and management implications and highlights the need to provide tailored training and development to increase the resilience level of employees. It also provides indications of the types of skills that universities should help their students develop in order to better prepare them for their future employment.

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References

1988China statistical yearbook 2010Designing and Conducting Mixed Methods Research 2002The need for and meaning of positive organizational behavior 2002Positive organizational behavior: Developing and managing psychological strengths 2007Positive Organizational Behavior in the Workplace 2012Executive Perceptions of the Top 10 Soft Skills Needed in Today’s Workplace 2007Emerging Positive Organizational Behavior 2000Predictors and outcomes of openness to changes in a reorganizing workplace.

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