Stress in the workplace is a pertinent factor influencing people’s lives and performance at work. Stress creates a cost to employees through their psychological and physical well-being, and it has financial consequences for organizations. One personal resource that has the potential for growth when experiencing stressors in the workplace and can enable employees to manage their stress in the future is resilience. Extant research supports that resilience in the workplace contributes to positive work-related attitudes, performance, and well-being. This dissertation is unique because it proposes and empirically tests an interactive model for studying how stressors in the workplace can influence the development of the sustainable personal resource of resilience. Although previous research supports a relationship between workplace stressors and resilience, this dissertation reexamines this relationship by leveraging the Challenge-Hindrance Framework that distinguishes two types of stressors. This dissertation also considers the moderating effect of how an employee identifies with work (work centrality) and how two contextual personal resources, one generated from experiences outside the organization (external social support) and one generated from experiences within the organization (psychological safety). To conceptually examine these relationships, this dissertation theorizes the interactive effect of the Job Demands Resources model with the Conservation of Resources theory and other theoretical frameworks to support the hypothesized model. Although only one of eight hypotheses is supported in this dissertation, this dissertation offers insights into the Conservation of Resources theory and provides a framework for future research. It also addresses the question, "does stress need to be managed in the workplace?"