This study investigates the role of organizational support and adaptability in the motivation transfer and performance of healthcare workers under extreme conditions, specifically during the first peak of the COVID-19 pandemic in Portugal. The research employs the Job-Demands and Resources (JD-R) framework to analyze job and personal resources, including social support from supervisors and colleagues, and adaptability. The study hypothesized that motivation to transfer knowledge mediates the relationship between perceived support and performance, as well as between adaptability and performance. The findings indicate that motivation to transfer has a significant indirect effect on the relationship between perceived support and performance, and between adaptability and performance. Additionally, the mediations depend on self-efficacy levels, with stronger indirect relationships observed at higher self-efficacy levels. The study also identifies self-efficacy and motivation to transfer as the most significant predictors of knowledge transfer, while self-efficacy, peer support, and the opportunity to use knowledge are key predictors of adaptability. The results highlight the importance of job and personal resources in training under extreme contexts, particularly in healthcare settings, and provide insights into how these factors can be leveraged to enhance employee performance and adaptability.This study investigates the role of organizational support and adaptability in the motivation transfer and performance of healthcare workers under extreme conditions, specifically during the first peak of the COVID-19 pandemic in Portugal. The research employs the Job-Demands and Resources (JD-R) framework to analyze job and personal resources, including social support from supervisors and colleagues, and adaptability. The study hypothesized that motivation to transfer knowledge mediates the relationship between perceived support and performance, as well as between adaptability and performance. The findings indicate that motivation to transfer has a significant indirect effect on the relationship between perceived support and performance, and between adaptability and performance. Additionally, the mediations depend on self-efficacy levels, with stronger indirect relationships observed at higher self-efficacy levels. The study also identifies self-efficacy and motivation to transfer as the most significant predictors of knowledge transfer, while self-efficacy, peer support, and the opportunity to use knowledge are key predictors of adaptability. The results highlight the importance of job and personal resources in training under extreme contexts, particularly in healthcare settings, and provide insights into how these factors can be leveraged to enhance employee performance and adaptability.