Purpose: – It is increasingly important for organizations to respond effectively and promote positive outcomes under adverse and unstable conditions. Resilience is salient because reflects the dynamic process that enables successful results under stressful conditions. The purpose of this paper is to investigate the potential role of team resilience as the psychological mechanism that explains how job demands and job social resources are related to and enhance team performance.Design/methodology/approach: – Self-reported questionnaires were distributed to 1,633 employees, nested in 275 teams from 52 Spanish small and medium enterprises. Aggregated scores were employed for a team-level structural equation modeling analysis.Findings: – Results support a partial mediation model in which job social resources affect team resilience, and in turn impact team performance. No significant effects were found for job demands affecting team resilience. However, the demands×resources interaction influences team resilience, and thus the impact of resources on team resilience was attenuated by demands. In the same way, the demands×resources interaction influences team performance.Research limitations/implications: – Job social resources are related to team performance, but team resilience is a significant mediator. Further research should investigate the effects of different job demands on team resilience.Practical implications: – The results suggest that managers should focus on developing job social resources to augment team resilience and team performance.Originality/value: – Managers could benefit from understanding how team resilience could be developed, given that team resilience aids to achieve positive team outcomes.

Giving the crucial role of organizational context in shaping individual attitudes and behaviors at work, in this research we studied the effects of collective work-unit perceptions of social context on individual work resilience and two key individual outcomes: job satisfaction and job performance as rated by the supervisor. We theorized that collective perceptions of social context act as antecedents of individual variables, and that individual job satisfaction mediates the relationship between collective perceptions of social context and job performance, and between work resilience and job performance over time. A sample of 305 white-collar employees, clustered in 67 work-units, participated in the study. Hierarchical linear modeling highlighted that collective perceptions of social context are significant related to individual work resilience. Moreover, results showed that individual job satisfaction fully mediates the relationship between collective perceptions of social context and individual job performance and the relationship between individual work resilience and individual job performance. At a practical level, results suggest that interventions on collective perceptions of social context may increase work resilience, job satisfaction and job performance over time at the individual level.

The aim of this study is to investigate whether people who exercise regularly have higher levels of psychological well-being at work. Doing physical exercise is a habit that not only has consequences for physical and mental health, but it can also have positive consequences for organizations because physical exercise makes it easier for the employee to recover from physical, mental, and emotional effort during the workday, thus showing higher levels of engagement the next day. Through the analysis of structural equation models in a sample of 485 workers from different Spanish and Latin American companies, this study shows that subjects who exercise more have higher levels of vigor in physical exercise, which is positively related to high levels of well-being at work. This means that organizations that promote activities related to physical exercise among their employees are building a process of resource recovery, which, through the vigor of these activities, makes workers feel less stressed and more satisfied, thus experiencing greater well-being at work. Therefore, at a practical level, these results suggest that the practice of physical exercise is a tool for organizations that want to promote their employees’ psychological well-being.