Crisis Response and Employee Engagement: The Dynamics of Organizational Resilience with Fink's Model
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This integrative literature review explores the intricate dynamics of organizational resilience within the context of crisis response and employee engagement, utilizing Fink's Crisis Management Model as a guiding framework. Four key themes emerged from the synthesis of diverse perspectives and empirical evidence. Firstly, pre-crisis planning was identified as a critical determinant of employee engagement, with organizations investing in proactive measures and clear communication demonstrating positive influences. Secondly, effective communication strategies, aligned with Fink's emphasis on crisis communication, were found to establish psychological safety, fostering lower stress levels and heightened engagement among employees. Leadership emerged as a central theme, with effective leadership characterized by empathy, decisiveness, and support positively influencing employee engagement across crisis stages. Conversely, a lack of visible and decisive leadership was associated with decreased engagement and increased stress. The final theme emphasized the significance of the post-crisis phase, where organizations actively engaged in reflection, learning, and adaptation processes exhibited higher levels of resilience. Employees in organizations fostering a culture of learning reported increased engagement, contributing to a sense of meaningfulness in their work. These findings provide a comprehensive understanding of the factors influencing organizational resilience and employee engagement, offering valuable insights for leaders navigating crises and fostering sustained engagement in an evolving landscape.
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