Workplace resilience in the face of death: the generative power of mortality reflection

Abstract

Abstract

Extreme contexts characterized by heightened mortality salience (e.g. pandemics, disasters) significantly disrupt individual and organizational functioning. Previous research has largely focused on how to minimize damage caused by such disruption while paying little attention to how employees may draw on these experiences to cultivate new capabilities. This study draws on mortality awareness theories to examine the often-overlooked yet potentially constructive role of Death Reflection. Using four-wave time-lagged survey data (N = 246) collected in China during COVID-19 pandemic, we find that perceived mortality-crisis strength (PMCS) is associated not only with increased Death Anxiety but also with greater Death Reflection. Furthermore, PMCS relates to In-Role Performance through the sequential mediation of Death Reflection and Achievement Motivation, and to organizational citizenship behaviour (OCB) through Death Reflection and Prosocial Motivation. Job resources further amplify the positive link between PMCS and Death Reflection, as well as these indirect effects. Our research provides insights into the mechanisms through which employees engage in Death Reflection and respond to crises involving mortality threats with resilient behaviours. Moreover, it offers practical implications for managing mortality reflection and generative responses in extreme contexts.