Social Risk Management for Workforce Efficiency: A Framework for Resilient Organizations

Purpose – This study develops the Integrated Workforce Resilience Model (IWRM), a human-centered framework for systematically addressing social risks, psychosocial stressors, interpersonal tensions, and organizational conflicts, and empirically explores their association with workforce efficiency in industrial environments. Aim – This study aims to examine the relationship between social risk management practices and key workforce efficiency indicators. Design/methodology/approach – Anchored in Social Cognitive Theory and the Job Demands–Resources model, the study applies a quantitative, cross-sectional design at the Béni Saf Cement Plant in Algeria (n = 49). Data were analysed using linear regression to test SRM’s impact on motivation, job satisfaction, and productivity. Findings – SRM significantly enhanced all performance dimensions, yielding medium effect sizes: motivation (β = 0.496, R² = 0.246), job satisfaction (β = 0.517, R² = 0.267), and productivity (β = 0.538, R² = 0.289). The model significantly explained variance in workforce efficiency (f² = 0.30–0.39; p < 0.001). These results empirically validate the IWRM as an integrated, human-centered framework for enhancing resilience in resource-constrained, collectivist contexts. Limitations of the study – The study is limited by its cross-sectional design, single-site focus, modest sample size, and reliance on self-reported data, which restrict causal inference and generalizability. The proposed model should therefore be viewed as exploratory, requiring further validation through longitudinal and multi-site research designs. Originality/value – By integrating micro-level behavioural and macro-level organizational factors, this study extends HRM and risk management theory, offering evidence-based strategies to build resilient and adaptive workplaces in non-Western industrial settings.