Public employees’ job satisfaction and motivation amid COVID-19

In times of crisis, the public workforce faces unprecedented changes, redefining their roles and environments. The COVID-19 pandemic was no exception, with burnout and fatigue running high among public servants. What does that stress mean for employee behaviour, satisfaction and turnover?  

Assistant Professor Lee Seulki from Singapore Management University reports on data from South Korea, finding how demands like increased workload during crises can affect satisfaction.  

Read the original research: https://doi.org/10.1177/00910260231207332  

Transcript

Hello and welcome to ResearchPod. Thank you for listening and joining us today.  

In this episode, we look at the work of Assistant Professor Lee Seulki from the Singapore Management University, who investigates the impacts of the COVID-19 pandemic on the public workforce.  

As government employees navigate unprecedented challenges, their dedication to public service faces new trials. The surge in demand for services, coupled with societal expectations, has reshaped their work landscape. For instance, it has been noted that, during the pandemic, rates of burnout and compassion fatigue were very high among US public servants. From remote work to increased emotional labour, the toll on their well-being becomes clear, affecting motivation and outcomes. Drawing on empirical evidence and theory, we dissect the intricate relationship between work intensity, organisational support, motivation, and job satisfaction in the face of crisis. This study also sheds light on crucial questions for Human Resource Management professionals. 

Dr Lee’s research sets out five hypotheses that consider the impact of COVID-19 on work motivation and job satisfaction, in different regards. The first three hypotheses delve into job satisfaction, a pivotal attitudinal outcome influencing behaviour and performance; the last two hypotheses explore what drives Public Service Motivation. 

First, work intensity and job satisfaction. During the pandemic, public employees may have faced a heightened workload and greater work intensity as a result of the rising demand for the government. Work overload and exhaustion produce psychological burdens and stress. It is thus expected that the increased work intensity induced by unprecedented circumstances like COVID-19 will reduce job satisfaction. 

The next hypothesis to explore is whether COVID-19-related organisational support is positively associated with job satisfaction. The heightened job demands precipitated by the pandemic highlight the crucial role of providing job resources to counterbalance these demands and enhance employee outcomes. In times of crisis such as COVID-19, organisations must exhibit heightened awareness of employees' evolving needs, introducing or expanding organisational support accordingly. Over the past three years, organisations have adapted by implementing flexible work arrangements and support programs to alleviate new job demands.  

These initiatives, categorised as COVID-related organisational support, can yield favourable outcomes for employees. Not only do they facilitate practical job performance by fostering flexibility and autonomy, but they also shape employees' perceptions and responses towards the organisation. Supported by social exchange theory, which emphasises the reciprocal relationship between employees and organisations, research suggests that such support correlates positively with work-life balance satisfaction and performance while reducing turnover. Consequently, this study hypothesises a positive relationship between organisational support provided during the pandemic and job satisfaction. 

Next, let’s consider how Public Service Motivation is associated with job satisfaction. Public Service Motivation – PSM -- is defined as a unique form of altruism rooted in public institutions and missions. It reflects a desire to serve the public and contribute to the common good, driven by altruistic and prosocial values. Extensive research has explored its impact on individuals and organisations, particularly its association with job satisfaction, turnover intention, and performance. Job satisfaction, in particular, has emerged as a prominent outcome of PSM, reflecting the alignment between public sector roles and employees' intrinsic motivational needs. Public employees with higher PSM levels tend to exhibit greater job satisfaction across diverse contexts, indicating a link between their aspirations and job characteristics.  

In the public administration literature, PSM has been a subject of ongoing debate, with scholars questioning whether PSM is a stable trait, or a fluid state influenced by external factors. It had been initially suggested PSM was a durable predisposition, akin to a prosocial personality trait. However, recent studies have hinted at the dynamic nature of PSM, indicating that it can be nurtured or activated by various institutional factors.  

Against this backdrop, the study explores the organisational institutions’ influence on PSM, particularly amid the COVID-19 pandemic’s unique challenges. Specifically, it aims to show how changes in work intensity and organizational support shape an individual’s public service motivation.  

Starting from the position that COVID-induced work intensity negatively correlates with PSM, this hypothesis stems from the intersection of Job Demands-Resources theory and empirical evidence suggesting that external stressors, such as pandemic-induced work intensity, may undermine employees’ motivation and, by extension, their PSM. Thus, the hypothesis suggests that increased work intensity, from external circumstances like the pandemic, negatively affects employees’ PSM.   

Next, we turn to the relationship between COVID-related organisational support and PSM. Research suggests that supportive work environments, providing favourable conditions and benefits, enhance employees’ engagement and satisfaction, which fosters the internalisation of public service values. Prior research supports this notion, finding a positive association between organisational support and PSM among government employees. Therefore, in the context of the COVID-19 pandemic, where organisational support becomes paramount, this hypothesis underscores the potential for such support to bolster employees' intrinsic motivation towards public service. This leads to the final hypothesis which is that COVID-19–related organisational support is positively associated with PSM.  

Taken together, COVID-induced work intensity, COVID-related organisational support, PSM, and Job satisfaction are interconnected. This study explores these issues using valuable data collected in 2020. 

This study draws data from a nationally representative survey of South Korean central government officials conducted by the Center for Government Competitiveness. With a sample of 1,430 public employees, it explores the dynamics between the work landscape and employee attitudes during difficult times. 

It is interesting to look at the Korean context because the South Korean government’s initial response to the COVID-19 crisis was renowned for their hard work. The government also gained global recognition, especially with the implementation of policies, public campaigns, dedicated frontline workers. Interviews and media coverage revealed a heightened sense of pride and dedication among public employees. This unparalleled crisis management has profound impacts on the public's perception of public service, which showcases the significance of exploring these dynamics within Korea. 

The analysis partially supports the hypotheses set out. It shows positive correlations between PSM and job satisfaction, as well as between COVID-19–related organisational support and both PSM and job satisfaction. Surprisingly, COVID-19–induced work intensity correlates positively with PSM, while not having a significant association with job satisfaction. Dr Lee’s path analysis further highlights these relationships, showing the indirect effect of COVID-19–induced work intensity on job satisfaction via PSM, as well as significant direct and indirect effects of COVID-related organisational support on job satisfaction.  

To conclude, In the wake of the COVID-19 pandemic, Dr Lee’s study illuminates the overlooked segment of public employee experiences amidst crisis-induced work environment shifts. Notably, COVID-19–related organisational support emerges as a crucial factor, positively influencing both PSM and job satisfaction. This finding underscores the need for organisational support mechanisms and emphasises the role of public institutions in fostering a positive work culture, especially during crises. This study highlights the evolving nature of PSM, shaped by contextual factors. It calls for organizational effort to cultivate employees’ public service motivation. 

Finally, remarking on the impact of their research, Dr Lee states that: “As we navigate through crises like the COVID-19 pandemic, it's vital to recognize the profound impact these events have on our public workforce. We believe this study provides important and timely insights into our understanding of public service during an unprecedented pandemic and sets important agendas for future research." 

That’s all for this episode, thanks for listening. Links to the original research can be found in the show notes for this episode. And don’t forget to stay subscribed to ResearchPod for more of the latest science! 

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