Organizational Resilience: Management Strategies and Employee Performance at Work in Crisis Zones: The Case of Microfinancial Institutions in the North West and South West Regions of Cameroon

The presence of crises has reconfigured the way things are being done in organizations today. It is for such reasons that managers have an obligation to diversify their operational strategies. The aim of this paper is to identify the different resilient strategies through which employees can become more performant. An inductive reasoning in qualitative research was used, targeting branch managers of microfinancial institutions of different categories in the North West and South West regions of Cameroon. Five branch managers from different microfinancial institutions took part in the interviews. The results were obtained through manual analysis, which showed significant effects of the main factors: readjustment of work schedule (100%), new communication system (100%), and social media usage (100%) on employee performance. Besides, subsidiary factors came up that contribute to employee performance such as leadership style (80.51%), employees’ personal initiatives (60.03%), support from the environment (59.49%), administration-worker proximity (52.11%), special allowance for workers (43.84%), increase in allowance (24.29) and the introduction of new allowance (19.87). This study is limited to microfinancial institutions of different categories in the crisis zones of the country.