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INTERNATIONAL JOURNAL OF ADVANCED RESEARCH IN COMMERCE, MANAGEMENT & SOCIAL SCIENCE (IJARCMSS) [ Vol. 9 | No. 3 (III) | July - September, 2026 ]

Digital HRM and Psychological Capital as Drivers of Resilience: A Study of Public and Private Sector Banks in Kerala

Malavika B & Dr. Jipin V Jimmy

The digital human resource management (HRM) practices have significantly reshaped organizational and employee resilience particularly in the Indian banking sector. The present study evaluates the role of digital HRM practices in the context of rapidly changing digital transformation to build resilient employees and organization with a special focus on the mediating role of psychological capital. A quantitative and descriptive research design was adopted by collecting data from 342 employees of public and private banks in Kerala through a structured questionnaire. Data collected were analyzed using statistical techniques including correlation analysis and structural equation modeling to test the hypothesis and the mediation effect. The results revealed that there is strong positive correlation among variables. Moreover, digital HRM practices have significant positive effects on organizational and employee resilience and psychological capital has a mediating role between digital HRM practices and employee and organizational resilience. Organizational and employee resilience is directly improved by enhancing the digital HRM practices and it indirectly improves the psychological capital of the employees. The study contributes to the existing literature by integrating the digital HRM practices, psychological capital and employee and organizational resilience into an empirical framework. The study concludes that digital HRM practices and psychological capital positively contributes to the organizational and employee resilience of an organization.

Malavika, B. & Jimmy, J. (2026). Digital HRM and Psychological Capital as Drivers of Resilience: A Study of Public and Private Sector Banks in Kerala. International Journal of Advanced Research in Commerce, Management &Amp; Social Science, 09(03(III)), 81–90. https://doi.org/10.62823/ijarcmss/9.3(III).9455
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DOI:

Article DOI: 10.62823/ijarcmss/9.3(III).9455

DOI URL: https://doi.org/10.62823/ijarcmss/9.3(III).9455

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