The role of HR practices in developing employee resilience: a case study from the Pakistani telecommunications sector |
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| Authors: | Zaheer Khan Rekha Rao-Nicholson Pervaiz Akhtar Shlomo Y Tarba Mohammad F Ahammad Tim Vorley |
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| Institution: | 1. Kent Business School, University of Kent, Canterbury, UKz.khan-53@kent.ac.uk;3. Newcastle University London, London, UK;4. Management Systems and Logistics Institute, Faculty of Business, Law and Politics, University of Hull, Hull, UK;5. Business School, The University of Birmingham, Birmingham, UK;6. Leeds University Business School, University of Leeds, Leeds, UK;7. Sheffield University Management School, The University of Sheffield, Sheffield, UK |
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| Abstract: | AbstractThere has been increasing interest in understanding the factors that contribute to the development of employee resilience. Despite such interest, there is a dearth of research examining the contributory role played by HR practices in enhancing employee resilience. Looking at the context of Pakistan’s telecommunications sector and deploying a qualitative methodology, this paper examines the impact of HR practices on employee resilience. The findings indicate that four key areas of HR practices – job design, information sharing and flow within an organisation, employee benefits (monetary as well as non-monetary), and employee development opportunities – enable the development of employee resilience. Consequently, the effective implementation of HR practices in these areas has been the key factor for the development of employee resilience. |
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| Keywords: | HR practices resilience Pakistan emerging economies telecommunications sector |
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