This study aimed to develop a new instrument for measuring firefighters’ occupational resilience. Although there are numerous specialized instruments and standards for firefighting, none of them has comprehensively evaluated physical, mental, occupational, and organizational traits and abilities. Based on the literature, several factors specify resilience: positive self-esteem, tenacity, strong coping skills, unity, optimism, self-efficacy, strong social resources, adaptability, risk-taking, little fear of failure, determination, perseverance, and high ambiguity tolerance [27]. As demonstrated herein, resilience is a multi-dimensional concept. The primary tool was developed based on a systematic review and a conventional content analysis on evaluating the factors affecting occupational resilience in Iran. The instrument underwent psychometric evaluation, including quantitative and qualitative face validity, qualitative and quantitative content validity (CVR and CVI), construct validity and reliability assessment. Construct validity was assessed via EFA with Varimax rotation. Based on the EFA results, the scree plot, the cumulative variance percentage, and the KMO diagram, this 42-item instrument has five factors self-efficacy, self-regulation, organizational trust, job satisfaction, and legality. The factors were labeled based on the categories and sub-categories extracted from the systematic review and qualitative study. The instrument was finalized after the CFA.
The first dimension of the instrument, i.e., self-efficacy, contains the majority of the items (20) with a Cronbach's alpha of 0.924. The large number of items in this domain reveals that self-efficacy plays a major role in firefighters’ resilience. Most of these items are related to personality traits and skills that make the greatest contribution to firefighters’ resilience. Personality traits are mental characteristics explaining people's behavior and determining their emotional, behavioral, and cognitive styles [28]. The interrelationship between professional skills and resilience has been reported in the literature; in fact, people who possess professional skills have greater resilience in emergencies [29].
Firefighting is a stressful job. They must be able to tolerate highly stressful scenes; perform well under these conditions, and make the right decisions [30]. According to a participant in the qualitative study, in the Plasco Building fire, several firefighters who saw the collapse of stairs decided to come down from the building’s facade, which saved their lives. This is an example of the right decision-making in difficult and stressful situations. Resilience is boosted with high exposure [31]. In some fire stations, there are few fire alarms; as such, some firefighters have limited exposure, do not possess experiential skills, or cannot correctly use the equipment because of low experience. On the other hand, in areas with a high degree of exposure to disasters, e.g., stations located in the Tehran Bazaar, the high level of exposure has raised the risk of injury or even casualty. In these areas, firefighters run the risk of job-related depression and low spirits [32]. As the nature of hazards differs across stations, firefighters should be rotated among different stations to reduce the work pressure, which needs correct managerial decisions to promote firefighters’ professional skills. Firefighters must also possess time management skills to decide when to escape the disaster and to know when the oxygen in the oxygen cylinder ends to save their own lives.
The observance of law dimension denotes firefighters’ adherence to safety rules and regulations, including the use of PPE, listening to commands, caution, hazard assessment, adherence to guidelines, and not transferring occupational problems to their family environment. People who have a low-risk perception, do not use PPE, and do not follow the guidelines are more vulnerable, a finding that is consistent with the literature [33–35].
The organizational dimension mostly involves organizational support. People who receive organizational support can use welfare and financial facilities and are, therefore, more motivated and eager to work [36]. People who are financially supported are less likely to look for a second job. On the other hand, those who work two jobs have little time to rest; their demanding second job may be tiresome; they may transfer the fatigue to the workplace, and thus fail to recover [36].
The self-regulation dimension encompasses correcting one's mistakes, not engaging in unnecessary tasks, teamwork ability, good rapport with colleagues, and the family's support. Self-regulation bridges personality and job performance. Those with higher self-regulation perform better at their jobs and can accomplish their tasks thanks to their relationships and emotional control [37].
Employees who are more satisfied with their jobs have a positive perception of the safe environment, are more committed to observing safety, and thus experience fewer injuries[19]. These employees also have a higher job motivation and perform their job with great enthusiasm and interest [38]. They, therefore, suffer fewer injuries and have greater resilience.