THE RELATIONSHIP BETWEEN EMPLOYEE ENGAGEMENT AND TEAM RESILIENCE IN DEPOSIT MONEY BANKS

Work teams are widely recognized as strategic instruments for achieving organizational goals, leveraging collective creativity and responsiveness to market demands to enhance competitive advantage. The effectiveness of these teams, however, depends not only on individual capabilities but also on shared purpose, cohesion, and mutual confidence among members—attributes that define team resilience. Team resilience represents the capacity of a group to adapt, sustain collective efforts, and remain focused on organizational objectives despite environmental pressures and challenges. This study examines the relationship between employee engagement and team resilience in deposit money banks. Employee engagement, reflecting individual commitment, motivation, and willingness to contribute, serves as a critical catalyst for transforming the cognitive diversity inherent in teams into coordinated and goal-oriented actions. High levels of engagement strengthen collective problem-solving, foster adaptive behaviors, and enhance the overall resilience of teams. Conversely, low engagement may lead to disjointed efforts, reduced cohesion, and gaps in team functionality, undermining the achievement of organizational objectives. Drawing on theoretical insights from organizational behavior and empirical evidence on team dynamics, the study highlights that fostering engagement at the individual level is essential for cultivating resilient teams capable of sustaining performance under varying conditions. The findings underscore the importance of management strategies that promote engagement, facilitate collaboration, and reinforce shared commitment to team goals, particularly in high-stakes sectors such as banking. This study contributes to the understanding of how individual-level engagement interacts with team-level resilience, offering practical guidance for enhancing team effectiveness and organizational performance.