Abstract
With one of the greatest turmoil in the world of work that has wreaked havoc on companies small and large, the global pandemic COVID-19 is penning a new normative. Amidst such disruptions, employees are found to be floundering with tears, boredom, annoyance, and helplessness. With unparalleled challenges and uncertain prognosis, employees are unable to rebuild their power and thrive in alternative circumstances. This calls for an active effort on the part of organizations to embrace openness and discuss vividly what needs to be preserved, created, eliminated, or accepted. Deeper ties and inclusive approach of firms can amp up an employee's self-worth. The current study reflected the essence of connectedness and oneness at times of crisis. Organizations can play a pivotal role in helping employees rise above the feeling of despair. Connecting with heart can sweep off the feeling of instability, bringing in a stream of positive emotions and experiences. The study draws a cross-sectional data (n = 418) from employees working in various manufacturing and service companies of India to test the hypothesized framework. We have carried out SEM analysis through AMOS to understand the combined measurement model with mediation effects. The analytical results demonstrate that positive mindset fully and partially mediates between the drivers of heart work and resilience. The study reveals that the contributing factors of heart work significantly influences positive mindset of employees, which in turn has a positive association with resilience at work. One of the triggers of heart work-"Face the fear, fix fast" is found to be a strong and consistent predictor of positive mindset. Again, "Generate energy moments" another element of heart work stands to be a sharp predictor of resilience at work. The study also discusses varied implications that can enrich managerial effectuality in this crisis condition.