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In the aviation sector adversity faced by female pilots stemming from stereotypes, prejudice, and discrimination are well documented. Such adversity in the workplace can cause occupational stress, which may be greater for female pilots, and this influences individual resiliency, impacting job performance and wellbeing. Resilience may be a mitigating factor for coping with occupational stress and individual resilience can be factored into an organisation’s resilience as a whole. When organisations face challenges, there is a need for resilience in order to survive and adapt during disruption and adversity. Resilience with respect to employee and workplace contexts includes both personal resources among the employees as well as workplace resources that are connected to the workplace and organisational environment. As resilience continues to emerge as part of a human capital management strategy, the need to understand the role of the workplace is magnified. For aviation, understanding resilience can potentially inform organisational interventions to address the known occupational stressors and workplace adversity to increase employee performance and well-being. The role of workplace adversity and perceptions of workplace resource availability including supportive environments are discussed in relation to how they influence employee resilience specifically in the aviation industry. The aim of this chapter is to define resilience specific to employee and workplace contexts, introduce personal and workplace resources to influence employee resilience, and discuss the role of occupational stressors specifically for women in male-dominated career fields such as aviation.

This study explored the relationships of the stages of moral development [pre‐conventional (i.e., low stage), conventionals (ie., middle stage), and post‐conventionals (i.e., high stage)] to the styles of handling interpersonal conflict [integrating (i.e., problem solving), obliging (i.e., accommodating), dominating (i.e., competing), avoiding, and compromising] in organizations. A field study with a collegiate sample of employed business students (N = 443) shows that the post‐conventionals used more integrating and less dominating and avoiding styles than conventionals. The conventionals used more integrating and less dominating and avoiding styles than pre‐conventionals. The conventionals used more compromising style than post‐conventionals, but post‐conventionals used more compromising style than pre‐conventionals. There were no differences in obliging style across the three stages of moral development. Implications of the study for management, directions for future research, and limitations were discussed.

This paper aims to present the how resilience can mitigate workplace adversity and human resource practices (HRPs) to build capacity for resilience in employees.

A review of the literature was conducted for employee resilience.

Resilience can mitigate the negative effects of occupational and workplace adversity on employees. HRPs through job design, training and development and social support were found to foster capacity for resilience in employees and support organizational performance.

Organizations can use the findings to build organizational and human resource (HR) strategies to develop employee resilience.

The value of the paper is in presenting how employee resilience can lessen negative effects from workplace adversity and provide HR strategies to build resilience.