Abstract:

Persistent armed conflicts represent profound, chronic stressors that transcend geopolitical boundaries to permeate the organizational sphere, thereby jeopardizing employees’ psychological capital, subjective well-being, and institutional attachment. Grounded in Conservation of Resources (COR) theory and its social extension (COSR), the present study explicates the mechanisms through which perceived organizational support (POS) and peer support function as pivotal resources in modulating employee well-being, emotional exhaustion, and turnover intentions amidst wartime conditions. We advance a dual-pathway model, positing that systemic and interpersonal support attenuate adverse outcomes by simultaneously mitigating resource depletion and bolstering affective commitment. Utilizing a two-wave longitudinal design among full-time employees in Israel (N = 493) and Ukraine (N = 505), structural equation modeling confirms that POS and peer support inversely correlate with resource loss while fostering organizational affiliation. Furthermore, bootstrapping procedures validate significant indirect effects through these dual mediators. Multi-group analyses established structural invariance across both national cohorts, underscoring the generalizability of the model. These findings suggest that organizations and peer networks act as vital resource reservoirs, intercepting loss spirals and facilitating resilience within a high-intensity crisis environment

Please choose your submission type: Full Paper

Primary Track: Organisational Psychology

Keywords: Employee Health, Safety and Well Being at Work    ;Employee Attitudes and Motivations   ;Person-Organisation Fit and Other Forms of Fit    ;Positive Organisational Psychology   

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Dr. Marianna Delegach