Impact Of Psychological Flexibility on Employee Adaptive Performance: Mediating Role of Resilience and Moderating Role of Perceived Organizational Support

Abstract

In contemporary organizations characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), employees are increasingly required to demonstrate adaptability and readiness to respond to organizational change. Drawing on Conservation of Resources (COR) theory, this study examines the impact of psychological flexibility on employees’ adaptive performance and change readiness, while investigating the mediating role of employee resilience and the moderating role of perceived organizational support (POS). A quantitative cross-sectional survey was conducted among 400 employees working in multinational, technology, and healthcare organizations experiencing dynamic work environments. Data were collected using validated measurement scales and analyzed through Structural Equation Modeling (SEM) using SPSS and AMOS. The results indicate that psychological flexibility significantly predicts both adaptive performance and readiness to change. Furthermore, employee resilience partially mediates the relationship between psychological flexibility and adaptive outcomes, suggesting that flexible employees are more capable of developing resilience, which enhances their ability to cope with workplace challenges and change initiatives. The findings also reveal that perceived organizational support strengthens the positive relationship between psychological flexibility and employee resilience, indicating that supportive organizational environments enable employees to utilize their personal resources more effectively. This study contributes to the literature by integrating personal and social resources within a unified framework to explain employee adaptability in uncertain environments. The findings offer important theoretical and practical implications for organizations seeking to enhance employee resilience, adaptability, and readiness for change.