Organizational Resilience Essay

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The results of the above table show that the three independent variable factors have an adjusted R2 value of 0.002 which shows that they explained approximately a paltry 0.2% of the variance in employee and customer satisfaction which is insignificant. Their corresponding beta coefficients are; innovation culture (-0.02, p>0.05), organizational learning (0.123, p>0.05) and organizational flexibility (0.0444, p>0.05) which show that they also had insignificant contributions to profit. According to Stevenson, Seville, Vargo & Roger (2010), resilient organizations are those that are able to survive and thrive in this world of uncertainty. Survival and thriving is much more a function of low employee turnover and customer satisfaction than it is about making profit. A retail organization can satisfy both its employees and its customers before it is able to make any profit. Moreover employee satisfaction also involves how much and how consistently they are paid among other motivational factors, which in itself is a cost to the organization. Consequently, it is therefore possible to achieve low employee turnover and high employee satisfaction at the expense of profit levels. 4.3 RECOMMENDATIONS The results of the study show that, for the retailers who were interviewed, organizational resilience was more focused on adaptation and survival, rather than making the step further and generating profit. Besides being able to survive the dynamic business environment in Zimbabwe, retailers also need to make profit. We therefore recommend adoption of the following measures: 4.3.1 Exploiting new markets The demand for retail is driven by a number of factors including customer related aspects such as population size, population growth and existin... ... middle of paper ... ...he population of retailers in Zimbabwe, therefore results cannot be generalized the entirety of retailers in Zimbabwe. It was difficult to get access to company records so subjective measures of resilience based on customer satisfaction, employee morale and company performance were used. These cannot be generalized since they are not objective. Further studies may need to be done in other areas of the city and in other towns in the country. 4.5 CONCLUSION Businesses are operating in a complex and dynamic environments hence the need to adapt quickly to afford extinction. In Zimbabwe, the economic fundamentals weigh too heavy on retailers. Based on the study conducted on resilience of retailers, not only should they learn from past experiences and competitors and become flexible in decision making and implementation, they also should adopt measures to make profit.

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