Abstract

The study examines the role of Human Capital Development Programs in helping employees cope with Work–Family Conflict and maintain performance and wellbeing in the context of Lebanon’s long poly-crisis post COVID-19. In a climate of economic downturn, inflation, organizational uncertainty, and social unrest, SMEs face greater pressure to protect both productivity and employee well-being. The study tests the proposed model using SEM-PLS based on data from 209 employees in Lebanese SMEs. The results show that human capital development programs have a significant negative association with work–family conflict, and the latter has a significant negative association with employee performance and employee wellbeing. Additionally, employee resilience also weakens the negative relationship between work–family conflict and employee performance, highlighting the protective role of resilience in crisis conditions. The study contributes to the human resource management and work–family literature by positioning developmental HR practices and resilience as critical resources in crisis-prone environments. The results are practically useful for the Lebanese SMEs in designing employee-oriented strategies that promote adaptability, well-being, and organizational continuity.

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