Determining the Relationships Among the Main Factors of the Employee Resilience Model with the Approach of Promoting Resilience in Crisis Situations Among Employees of the Education Organization of Semnan Province

Abstract

The present study aimed to determine the relationships among the main factors of the employee resilience model with the approach of promoting resilience in crisis situations among employees of the Education Organization of Semnan Province and to explain how causal, contextual, intervening, strategic, and outcome-related factors interact in shaping employee resilience. This applied study employed a descriptive-correlational design using structural equation modeling. The statistical population consisted of teachers and managers of the Education Organization of Semnan Province, from whom 220 participants were selected through simple random sampling based on Cochran’s formula. Data were collected using a researcher-developed questionnaire containing 74 items across 37 constructs and were analyzed using SPSS and Smart PLS software. Partial least squares structural equation modeling and bootstrapping techniques were used to evaluate the measurement and structural models, while path significance was assessed through t-statistics. The results indicated that all relationships among the main model factors were statistically significant (t > 1.96). Among individual causal factors, individual empowerment (β = 0.441) showed the strongest effect, while effective leadership (β = 0.445) was the most influential organizational causal factor. Organizational values (β = 0.808) and strengthening self-care (β = 0.741) emerged as the most important developmental strategies. Facilitating access to resources (β = 0.627) was the strongest operational strategy. Furthermore, training and awareness (β = 0.817), experience and learning (β = 0.710), psychological support (β = 1.027), training and development (β = 0.933), and the reward and incentive system (β = 0.839) were identified as the most influential contextual and intervening factors. The model outcomes included enhanced autonomy and self-confidence, improved decision-making ability, greater flexibility and adaptability, and increased cooperation and interaction among employees. Employee resilience in crisis situations is the product of a systematic interaction among individual, organizational, contextual, intervening, strategic, and outcome-related factors. Promoting resilience requires a comprehensive and multilevel approach that simultaneously emphasizes employee empowerment, effective leadership, organizational values, access to resources, learning and awareness, psychological support, and incentive systems. Strengthening these dimensions can enhance organizational preparedness and adaptability in the face of health, economic, and security crises while supporting sustainable performance and effective crisis management within educational organizations.