ABSTRACT
The aim of this paper is to articulate the psychosocial mechanisms of organizational resilience based on the research in positive organizational psychology, as well as to learn how organizations could cope with the effects of the COVID-19 crisis through 'resilience resources' training (i.e., psychological, social and organizational resources). (PsycInfo Database Record (c) 2021 APA, all rights reserved) Abstract (Spanish) El objetivo de este trabajo es articular desde la investigacion en psicologia organizacional positiva cuales son los mecanismos psicosociales de la resiliencia organizacional, y como a traves del entrenamiento en los 'recursos de resiliencia' (e.g., recursos psicologicos, sociales y organizacionales), las organizaciones pueden afrontar los efectos de la crisis COVID-19. (PsycInfo Database Record (c) 2021 APA, all rights reserved)
ABSTRACT
This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.