Examining the Relationship of National Values, Adaptive Culture, Transformational Leadership, and Strategic Human Resource Management to Organizational Resilience: A Quantitative Studey in the Philippine Government

Published: 26 April 2023| Version 1 | DOI: 10.17632/xf8dz7962j.1
Raimiel Dionido, Emerald Jay Ilac


This study examines the effects of an organization’s human resources, leadership, culture, and adaptation of national values to organizational resilience in the context of the Philippine public sector. Through a questionnaire administered to 186 respondents, results of the path analysis conducted using Jamovi revealed that strategic human resource management showed significant mediation paths for the relationship between national values and organizational resilience [NV→HR (B = 0.33, SE = 0.08, p < 0.001) and HR→OR (B = 0.17, SE = 0.06, p = 0.016)] and between adaptive culture and organizational resilience [AC→HR (B = 0.48, SE = 0.13, p < 0.001) and HR→OR (B = 0.17, SE = 0.06, p = 0.016)]; and that the path analysis model also converged with its predictions matching the actual data well (SRMR = 0.000 and CFI = 0.000).


Steps to reproduce

The effect of the hypothesized factors to organizational resilience in the Philippine public sector was examined using a questionnaire disseminated through Jotform.com, consisting of five sections corresponding to each variable in the study, namely: (1) national values, (2) transformational leadership, (3) adaptive culture, (4) strategic human resource management, and (5) organizational resilience. Five government organizations were requested to disseminate the study questionnaire: (1) Department of Social Welfare and Development (DSWD), (2) Commission on Higher Education (CHED), (3) Makati Local Government Unit (Makati LGU), (4) Development Academy of the Philippines (DAP), and (5) Bureau of Customs (BOC). The sampling method used for this study was convenience sampling; as such, these five organizations were selected. A letter signed by the two authors of this study was submitted to each organization. One organization in particular, the DSWD, actively participated in the dissemination of the questionnaire in condition that the authors of this paper comply with the terms outlined in Appendix B. Moreover, respondents from other organizations were reached by posting in online platforms such as Discord, Facebook, Twitter, Instagram, and LinkedIn (See Appendix C for Poster). Informed consent was obtained through the online survey itself; the text for explaining the study and asking for consent is embedded in the online form, and indicated the instruction that proceeding to the next section indicated their informed consent. A total of 186 government workers were included in the study. Participant ages range from 21 to 60 years old coming from 18 government organizations in the Philippines. All participants have been with their organizations for at least a year. All participants also belonged to Class Level II as defined by the Philippine government’s Department of Budget and Management, meaning that they perform their duties with ‘latitude for the exercise of independent judgment (“Manual on Position Classification and Compensation” 2017). Given these two inclusion criteria (i.e. one year tenure and Class Level II Position) were included to ensure that respondents are knowledgeable enough of their organization to answer the study questionnaire.


Ateneo de Manila University


Organisational Resilience, Organizational Development