From Perceived Organizational Support to Perceived Organizational Resilience: The Mediating Roles of Employee Engagement and Readiness for Change

Abstract

Manufacturing companies operating in volatile and uncertain environments require the capacity to anticipate, absorb, adapt to, and recover from disruption. This study examines the association between perceived organizational support and perceived organizational resilience, with employee engagement and readiness for change positioned as parallel mediators. Data were collected from 100 permanent employees of manufacturing companies who had at least one year of tenure and direct experience with organizational change or restructuring. Respondents were selected through purposive sampling, and the data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. The measurement model demonstrated adequate reliability, convergent validity, and discriminant validity. Perceived organizational support was positively associated with employee engagement (β = 0.541, p < 0.001) and readiness for change (β = 0.617, p < 0.001), while its direct association with perceived organizational resilience was not statistically significant (β = 0.108, p = 0.421). Employee engagement (β = 0.383, p < 0.001) and readiness for change (β = 0.333, p = 0.003) were positively associated with perceived organizational resilience. Both specific indirect paths were significant, establishing an indirect-only mediation pattern. The findings identify two distinct employee-level mechanisms linking perceived organizational support with perceived organizational resilience: engagement in current work roles and readiness to adapt to organizational change. The study contributes to human resource management research by integrating these mechanisms within a single manufacturing-sector model.