<p>Employee resilience has emerged as a crucial factor in sustaining performance and well-being in rapidly changing organizational environments. Drawing on conservation of resources theory and broaden-and-build theory, this study examines the role of hedonic and eudaimonic happiness in predicting resilience and investigates workplace toxicity as a moderating factor. Using survey data from IT professionals in India and structural equation modeling with moderation analysis, results indicate that eudaimonic happiness consistently enhances resilience across contexts regardless of toxicity. In contrast, hedonic happiness enhances resilience in low-toxicity environments, with its effects weakening as toxicity increases. This study addresses a gap in resilience research by distinguishing between transient and enduring forms of happiness and exploring how toxic organizational climates shape their effectiveness in the high-demand Indian IT sector. By doing so, this study makes a theoretical contribution to the literature by refining resource-based and affective theories of resilience. Practically, this study offers managers guidance on fostering both employee well-being and supportive environments to build adaptive capacity.</p>