Building Organizational Resilience Through Employee Well-Being in Seasonal Tourism Destinations
DOI:
https://doi.org/10.36555/almana.v10i2.3041Keywords:
Employee Wellbeing, Human Resource Management, Organizational Resilience, Seasonal Tourism Destinations, TourismAbstract
Seasonal tourism destinations face boom-bust cycles, workforce instability, and recurring financial pressure that threaten organizational sustainability, making employee wellbeing a strategic concern for building organizational resilience. This study aims to synthesize the relationship between employee wellbeing and organizational resilience in seasonal tourism destinations, to map the mechanisms linking the two constructs, and to identify relevant contextual factors. Using the PRISMA 2020 protocol (Page et al., 2021), the review screened 487 records from Scopus, Web of Science, and Google Scholar and analyzed 22 peer-reviewed articles published between 2021 and 2025. The synthesis shows that employee wellbeing comprises hedonic, eudaimonic, and social dimensions and is transmitted to organizational resilience through three pathways: psychological capital, organizational commitment, and organizational learning. Seasonality intensity, HR policy, and local culture moderate this relationship. The study’s novelty lies in the proposed Wellbeing-Based Organizational Resilience (WBOR) Framework, an integrative model that positions employee wellbeing as the human-capital foundation of resilience through reciprocal psychological, relational, and cognitive pathways. Practically, managers are advised to invest in year-round wellbeing programs, retention-oriented commitment building, and continuous learning to stabilize the seasonal workforce and strengthen adaptive capacity.
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