Developing a resilient workforce in the context of organisational change: the role of employee assistance programmes

Employee assistance programmes (EAPs) are helpful human resource management (HRM) practices to develop a resilient workforce under drastic organisational change. However, there is limited research that explores the underlying mechanisms through which EAPs function as part of HRM strategies to foster well-being and resilience in the context of organisational change. Drawing on conservation of resources theory and social exchange theory, this study theorises and tests a model to examine whether, how, and when EAPs impact employee openness to organisational change and well-being. A two-wave time-lagged survey of 513 employees from eight private and two public organisations in China indicates that EAPs strengthen employee resilience under organisational change, which fosters employee well-being and openness to organisational change. Moreover, we verify perceived organisational justice as a critical boundary condition such that the resource exchange orientation of perceived organisational justice crowds out the positive effects of EAPs on well-being and openness to organisational change. This study empirically consolidates the strategic function of EAPs in developing a resilient workforce under organisational change and provides practical insights for management to improve EAP efficacy.