Extant management literature has recognized resilience as a positive strategy for thriving in the face of challenges in the workplace. In this dissertation, the theoretical model suggests that psychosocial mentorship and perceptions of interactional justice leads to resilience. These relationships are moderated by gender and race. This research aims to theoretically extend our knowledge of organizational justice theory by analyzing the effects of psychosocial mentorship and perceptions of interactional justice (interpersonal dimension) on resilience. Organizational justice theory provides a framework for capturing employee perceptions of workplace fairness. These relationships are underexplored, and this study fills a critical gap in the management literature. Based on existing literature, a quantitative survey was used to empirically test the theoretical model by collecting data within the United States.