Abstract
Discrete emotions such as fear are understudied in public administration, especially in extreme working conditions such as emergency response or crisis management where job demands often surpass employees’ resources to cope. In order to understand the psychological correlates of this fear, this study builds on the job demands-resources model to examine the possible antecedents and outcomes of fear among a sample of Chinese customs officers working on the frontline of COVID-19 prevention. Analysis of survey data collected from this extreme condition indicates that self-efficacy, resilience, and perceived organizational support attenuated fear while public service motivation did not. There was an antagonistic interaction between self-efficacy and resilience in affecting customs officers’ fear. In addition, fear increased turnover intention but did not relate to work engagement nor job satisfaction. These findings provide theoretical insights over understanding the fear of public employees working in extreme conditions and offer public managers practical implications over building a strong and resilient workforce during crisis.
Published Version
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