Influence of Organizational Support and SelfEfficacy on Work Resilience Among Non-Teaching Staff
Year: 2026
Type: article
Study design: Observational Study
Abstract: The increasing complexity of organizational demands has underscored the importance of work resilience, particularly among non-teaching staff who serve as essential contributors to institutional stability and effectiveness. This study examined the influence of organizational support and self-efficacy on work resilience among non-teaching staff. Grounded in resilience theory and social cognitive theory, the study adopted a quantitative, descriptive-correlational research design. Data were collected using standardized survey instruments measuring perceived organizational support, self-efficacy, and key dimensions of work resilience, namely acceptance, commitment, optimism, and resourcefulness. Statistical analyses included descriptive statistics, correlation analysis, and regression techniques. Results indicated that non-teaching staff exhibited a moderate level of work resilience. Both organizational support and self-efficacy showed significant relationships with work resilience, suggesting that employees who perceive stronger institutional support and demonstrate higher confidence in their abilities are more capable of adapting to work-related challenges. Regression analysis further revealed that organizational support and self-efficacy significantly predicted work resilience, with self-efficacy emerging as the stronger predictor. The study concludes that work resilience is shaped by the interaction of organizational and individual factors. Strengthening organizational support systems while simultaneously enhancing employees’ selfefficacy represents a strategic pathway for institutions seeking to build a resilient and adaptable non-teaching workforce.
Authors: Valentina O. Sucatre, Judith C. Chavez
Institution: Lourdes College, Inc.
Language: English
Domain: Social Sciences
Open Access status: diamond
OpenAlex ID: W7155195658