Well-Being in the Public Service: A Multi-Level Analysis of Job Demands and Job Resources

ABSTRACT

This study extends the Job Demands-Resources (JD-R) theory in the public sector through a multi-level, qualitative examination of psychological well-being. Focusing on the Australian Public Service, we demonstrate that job demands and resources impacting employee well-being vary and interact at individual, team and organizational levels. Qualitative examinations of the JD-R theory are scarce, offering limited insight into these interactions. We provide insights into contextual influences on job demands and resources and their implications on employee psychological well-being, contributing to the theoretical development of the JD-R theory and recommending strategies for enhancing and sustaining well-being in the public service.

KEYWORDS:

• Employee well-being
• JD-R theory
• public service
• qualitative research
• multi-level analysis

Disclosure statement

No potential conflict of interest was reported by the author(s).

Supplementary material

Supplemental data for this article can be accessed online at https://doi.org/10.1080/01900692.2024.2365866.

Notes

1. Average Staffing Level: number of employees receiving salary or wages over a financial year, with adjustments for casual and part-time employees to indicate full-time equivalent (APSC, 2019).