The Effect of the Employee Resiliency and Organizational Effectiveness in a Business Organization Financial Capability

This study examined the associations of employee resiliency and organizational effectiveness with perceived financial capability in a business organization in Pampanga, Philippines, and used the results to develop a training proposal. A quantitative survey approach was employed with 147 administrators and rank-and-file employees (47 and 100, respectively). The study used questionnaires measuring four resiliency dimensions, eight organizational-effectiveness dimensions, and three indicators of organizational financial capability. Responses were summarized using means and standard deviations, and multiple linear regression was performed at a .05 significance level. Among resiliency dimensions, control and spirituality received the highest mean (4.01), while trusting one’s instincts and tolerating negative effects received the lowest (3.59). Skills and competencies (3.91) received the highest organizational-effectiveness mean, whereas structures, systems, and processes received the lowest (3.48). Work output had the highest financial-capability mean (4.11), followed by profitability (3.60) and human-related financial stability (3.59). The reported regression model had R = .362, R² = .131, F = 3.365, and p = .044; however, the two individual predictors were not significant at .05 (resiliency, p = .400; organizational effectiveness, p = .069). The findings informed the proposed Resiliency and Organizational Performance Effectiveness to Employees (ROPEE) training program, emphasizing coping skills, organizational systems, personnel planning, and recognition. The study contributes a context-specific basis for organizational development while recognizing that perceived financial capability was assessed by survey rather than audited financial records.