The Role of HR Management in Fostering Resilience in Young Employees

The existing literature on Human Resource Management (HRM) predominantly examines the relationship between HRM and outcomes within the context of strategic HRM. It focuses on assessing the im-pact of HRM practices on various aspects of organizational performance, including economic outcomes, productivity, and service quality. While recent HRM research has begun to examine employee attitudes and behaviors, scholars typically view employee outcomes primarily as instruments for enhancing organizational performance, often neglecting employee well-being and mutual gains. However, the cultivation of engaged and resilient employees is of paramount importance for organizational success.
This paper focuses on the role of HRM in fostering resilience in young employees. An empirical study was conducted to measure the resilience of young people (14 to 24-olds; N=1004). The findings indi-cate lower levels of resilience among apprentices (66.7) in comparison to school pupils, students, and individuals in gainful employment (71.1). Furthermore, the results of the study demonstrate a significant positive correlation between resilience and the assessment of subjective perceptions of health, as well as a negative correlation between resilience and perceived psychological stress.
Based on the empirical results, the aim of this article is to shed light on the areas of influence and the function of HRM in fostering resilience, particularly among younger people. The strategies outlined not only apply to the individual level of the person but also include the possibilities that contribute to in-creasing the resilience of employees within a team. The role of HRM can also be seen to entail the evaluation and improvement of the organizational prerequisites of the promotion of resilience