Abstract
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.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
