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Capital, Strategic, and Cultural Resilience as Predictors of Workplace Adversity in Public Healthcare Hospitals during COVID-19
Abstract
Abstract
This article offers a detailed analysis of the three organizational dimensions which were predictive of workplace difficulties within the limit of the article regression model: capital resilience, strategic resilience and cultural resilience. The same 272 administrative and clinical staff (public healthcare hospitals in Bahawalpur) is used as the article data set, which has been elected in the article. The research design applied was a quantitative survey design and SPSS analysis. The data for capital, strategic, cultural and workplace adversity were found to be respectively: mean = 37.97 (SD = 7.84); mean = 33.17 (SD = 6.69); mean = 33.08 (SD = 6.72); and mean = 83.09 (SD = 17.53), with descriptive statistics used. All three predictors were significantly correlated with workplace adversity at the 0.01 level. The regression results showed that the capital resilience with beta = .371 (p = .000) is the strongest criteria to predict resilience, followed by cultural resilience, beta = .178 (p = .033) and strategic resilience, beta = .135 (p = .037). Based on the argument above, the author asserts that in crisis situations, the capacity of resources, strategic adaptability, and culture of the public healthcare hospitals can be strengthened through their emphasis on resilient aspects, putting these factors into focus. Based on the above argument, the author proposes that the following aspects of public healthcare hospitals should be strengthened to be resilient to adversity in workplace: Putting resource capacity on the spotlight, strategic adaptability, and supporting culture.
This article offers a detailed analysis of the three organizational dimensions which were predictive of workplace difficulties within the limit of the article regression model: capital resilience, strategic resilience and cultural resilience. The same 272 administrative and clinical staff (public healthcare hospitals in Bahawalpur) is used as the article data set, which has been elected in the article. The research design applied was a quantitative survey design and SPSS analysis. The data for capital, strategic, cultural and workplace adversity were found to be respectively: mean = 37.97 (SD = 7.84); mean = 33.17 (SD = 6.69); mean = 33.08 (SD = 6.72); and mean = 83.09 (SD = 17.53), with descriptive statistics used. All three predictors were significantly correlated with workplace adversity at the 0.01 level. The regression results showed that the capital resilience with beta = .371 (p = .000) is the strongest criteria to predict resilience, followed by cultural resilience, beta = .178 (p = .033) and strategic resilience, beta = .135 (p = .037). Based on the argument above, the author asserts that in crisis situations, the capacity of resources, strategic adaptability, and culture of the public healthcare hospitals can be strengthened through their emphasis on resilient aspects, putting these factors into focus. Based on the above argument, the author proposes that the following aspects of public healthcare hospitals should be strengthened to be resilient to adversity in workplace: Putting resource capacity on the spotlight, strategic adaptability, and supporting culture.