Template-Type: ReDIF-Article 1.0 Author-Name: Khalid ZERIOUH Author-Name-First: Khalid Author-Name-Last: ZERIOUH Author-Email: zeriouhkhalid@gmail.com Author-Workplace-Name: Higher National School of Management Author-Name: Mehdi AMARA Author-Name-First: Mehdi Author-Name-Last: AMARA Author-Email: m.amara@univ-soukahras.dz Author-Workplace-Name: Mohamed Cherif Messaadia University Author-Name: Safaa ZERIOUH Author-Name-First: Safaa Author-Name-Last: ZERIOUH Author-Email: safazeriouh@gmail.com Author-Workplace-Name: Belhadj Bouchaib University Author-Name: Selma AMARA Author-Name-First: Selma Author-Name-Last: AMARA Author-Email: selmaamara@gmail.com Author-Workplace-Name: Mohamed Cherif Messaadia University Title: Social Risk Management for Workforce Efficiency: A Framework for Resilient Organizations Abstract: Purpose- This study develops the Integrated Workforce Resilience Model (IWRM), a human-centered framework for systematically addressing social risks, psychosocial stressors, interpersonal tensions, and organizational conflicts, and empirically explores their association with workforce efficiency in industrial environments. Aim- This study aims to examine the relationship between social risk management practices and key workforce efficiency indicators. Design/methodology/approach – Anchored in Social Cognitive Theory and the Job Demands–Resources model, the study applies a quantitative, cross-sectional design at the Béni Saf Cement Plant in Algeria (n = 49). Data were analysed using linear regression to test SRM’s impact on motivation, job satisfaction, and productivity. Findings- SRM significantly enhanced all performance dimensions, yielding medium effect sizes: motivation (ß = 0.496, R2 = 0.246), job satisfaction (ß = 0.517, R2 = 0.267), and productivity (ß = 0.538, R2 = 0.289). The model significantly explained variance in workforce efficiency (f2 = 0.30–0.39; p < 0.001). These results empirically validate the IWRM as an integrated, human-centered framework for enhancing resilience in resource-constrained, collectivist contexts. Limitations of the study- The study is limited by its cross-sectional design, single-site focus, modest sample size, and reliance on self-reported data, which restrict causal inference and generalizability. The proposed model should therefore be viewed as exploratory, requiring further validation through longitudinal and multi-site research designs. Originality/value- By integrating micro-level behavioural and macro-level organizational factors, this study extends HRM and risk management theory, offering evidence-based strategies to build resilient and adaptive workplaces in non-Western industrial settings. Classification-JEL: J24, J28, M14, M54 Keywords: Social Risk Management, Workforce Resilience, Human-centered Approach, HRD, Organizational Behaviour, Occupational Health Journal: Journal of Human Resource Management Pages: 210-225 Volume: 28 Issue: 2 Year: 2025 File-URL: https://www.jhrm.eu/210-social-risk-management-for-workforce-efficiency-a-framework-for-resilient-organizations/ File-Format: Application/pdf Handle: RePEc:cub:journl:v:28:y:2025:i:2:p:210-225