Employee resilience and the manager-employee relationship

Looking at the quality of connections between managers and their direct-report, these authors explore the impact on employee resilience. They call for managers to ‘know your people’.

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Reviewed by

Jonny Gifford, Senior Adviser for Organisational Behaviour | Interim Head of Research

Jonny’s work centres on conducting applied research in employment and people management, and strengthening links between academia and practice. His research interests include job quality or ‘good work’ and what works in driving employee performance and wellbeing. He leads the CIPD’s work on evidence-based HR and academic knowledge exchange.

Jonny has been conducting applied research in the field of employment and people management for about 20 years, with previous roles at Westminster Business School, the Institute for Employment Studies and Roffey Park Institute. He is an Academic Member of the CIPD, a Fellow of the Center for Evidence-Based Management (CEBMa), Associate Editor at the Journal of Organizational Effectiveness: People and Performance (JOEPP), and a PhD candidate at the Vrije Universiteit Amsterdam.

Latest Bitesize research

Bitesize research

Using algorithms to make decisions ethically and responsibly

Algorithms can help speed decisions and help organisations to operate more efficiently or profitably, but what are the pitfalls particularly from an ethical perspective?

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