Battling COVID-19: Public Personnel Management, Trust, and Social Resilience During a Global Crisis

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We present three studies that examine the relationship between perceptions about public personnel management and social resilience during a crisis among frontline public healthcare servants who battled the COVID-19 pandemic. Based on theories of public personnel management, crisis management, trust, and resilience, we suggest a model and hypotheses that may extend our knowledge about perceived social resilience, both internal (organizational) and external (communal and national). We tested our model with the results of an online survey conducted in early 2021 among 437 healthcare employees from the Ministry of Health (n1 = 87), hospitals (n2 = 200), and Health Maintenance Organizations (HMOs; n3 = 150) across Israel. The findings generally support direct and indirect relationships between perceptions of good public personnel management, defined as healthcare system resilience, participation in decision-making and information sharing, and group-level organizational citizenship behavior, and perceived national and community resilience, and trust. Implications, extensions, and recommendations for future theoretical and empirical studies are discussed along with practical proposals.

Original languageEnglish
JournalReview of Public Personnel Administration
StateAccepted/In press - 2022

Bibliographical note

Funding Information:
The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This study was supported by a Grant from the Israel National Institute for Health Policy Research and by the National Knowledge and Research Center for emergency Readiness (2020–2021).

Publisher Copyright:
© The Author(s) 2022.


  • good public personnel management
  • healthcare employees
  • resilience
  • trust

ASJC Scopus subject areas

  • Public Administration
  • Organizational Behavior and Human Resource Management


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