/pdf/government-at-a-glance-2023-7t22cpih.pdf

Government at a Glance 2023

The COVID-19 pandemic brought disruptions to government workplaces, including abrupt transitions to remote work for many employees. Remote work can offer a physically distant environment and greater flexibility for individual employees and organizations; remote work also creates or exacerbates potential work-life balance tensions. Drawing on Job-Demands Resources theory, we propose that two organizational resources, instrumental leadership (a vertical organizational resource) and a sense of social belonging (a horizontal organizational resource), help prevent burnout by alleviating conflict between work- and family-life activities. Using survey responses from local government employees collected during the COVID-19 pandemic (May 2020), we show that employees with a strong sense of social belonging experience less work-family conflict and, in turn, report lower levels of burnout. We also find that social belonging, as a horizontal organizational resource, appears more important for reducing burnout in a period characterized by disruption than the more formal, vertical resource of instrumental leadership. 

Work-Family Conflict and Burnout Amid COVID-19: Exploring the Mitigating Effects of Instrumental Leadership and Social Belonging

Divergence between employer and employee understandings of passion: Theory and implications for future research

Countries are facing the deterioration of democratic institutions under a process named democratic backsliding. In this context, political attacks on public organizations become more frequent and intense. While previous studies have examined how civil servants counteract and resist political attacks, their ultimate impact on civil servants' well-being remains underexplored. To shed light on this phenomenon, we conducted an exploratory sequential mixed methods design with civil servants from Brazil. The first phase of the study is qualitative and exploratory. The second is quantitative and we tested if perceived political attacks was associated with higher levels of emotional exhaustion, which, in turn, would lead to a greater incidence of physical health symptoms. Both studies provide compelling evidence of the negative impact of political attacks on civil servants' emotional and physical health, which may have significant consequences for the performance of public organizations and the effective functioning of the democracy. 

Political attacks and the undermining of the bureaucracy: The impact on civil servants' well‐being

Abstract The present study examines the impact of ethical leadership on job satisfaction and work-related burnout (WRB) among street-level bureaucrats through the mediating roles of public service motivation (PSM), perceived organizational support (POS), and red tape by employing social exchange, conservation of resources, social learning, self-determination, and job demands-resources theories. Data from 712 street-level bureaucrats were collected in three waves in Turkey. The findings of structural equation modeling revealed that ethical leadership not only directly but also indirectly affects job satisfaction and WRB. Moreover, ethical leadership was effective in influencing employees’ perceptions of job demands and resources in public sector organizations. The results are consistent with theoretical predictions that PSM is a motivational construct influenced by leadership and job resources, which in turn affects employee outcomes. The results also indicated that job resources (i.e., perceived organizational support) played a more significant role than job demands (i.e., red tape) in determining the effects of ethical leadership on employee outcomes.

Impact of Ethical Leadership on Job Satisfaction and Work-Related Burnout among Turkish Street-Level Bureaucrats: The Roles of Public Service Motivation, Perceived Organizational Support, and Red Tape

Public servants’ mental health can impact how, how well, and to whom services are delivered. In this article, we extend the Job Demands-Resources (JD-R) framework to consider whether employees’ perceptions of themselves, their co-workers, and beneficiaries predict higher psychological distress during the COVID-19 pandemic. Through a survey of state and local public servants ( n = 3,341), we report alarming rates of psychological distress: one in three employees are burnt out and one in five are experiencing compassion fatigue. Those who view government as the place to make a difference, and those who perceive co-workers as competent, are less likely to report distress. Those who attribute poverty to systemic factors, and not to individual flaws of beneficiaries, experience higher distress. These findings suggest an urgent need to prioritize public servant mental health, and show that individual perceptions of self and others can predict variation in psychological distress, even in periods of widespread crisis. 

https://journals.sagepub.com/doi/pdf/10.1177/0734371X221081508

When Perceptions of Public Service Harms the Public Servant: Predictors of Burnout and Compassion Fatigue in Government

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When Perceptions of Public Service Harms the Public Servant: Predictors of Burnout and Compassion Fatigue in Government