Original Research The COVID-19 pandemic: A well-being model for public servants

Ntombifuthi N. Zwane, Rudolf M. Oosthuizen

About the author(s) Ntombifuthi N. Zwane, Department of Psychology, Faculty of Humanities, Rhodes University, Mkhanda, South Africa
Rudolf M. Oosthuizen, Department of Industrial and Organisational Psychology, College of Economic and Management Sciences, University of South Africa, Pretoria, South Africa

Abstract

Orientation: The coronavirus disease 2019 (COVID-19) pandemic impacted several facets of society, with public sector employees particularly hard hit. Supporting public servants’ crisis-resilience became imperative. This study presents a well-being model based on positive psychology that is specifically designed for public servants. According to the model, optimal function is achieved when all the key components of well-being, drawing from both organisational and individual well-being, are considered.

Research purpose: To create a well-being model that promotes a healthy work environment for public employees during the COVID-19 pandemic.

Motivation for the study: COVID-19 intensified concerns about workplace well-being. However, limited research exists on public servants’ well-being in non-human service roles in South Africa, highlighting the need for a new model to enhance well-being during uncertain times.

Research approach/design and method: A cross-sectional, quantitative research design was employed. Data were collected via questionnaires from a convenience sample of 218 South African public sector employees. Descriptive, correlational, hierarchical moderated analyses and structural equation modelling were conducted.

Main findings: A significant positive relationship was found between individual and organisational well-being. Public servants with high-rated well-being components demonstrated optimal functioning, while those with low-rated components exhibited reduced well-being.

Practical/managerial implications: The study identifies the need to support both individual and organisational well-being as interdependent contributors to public servants’ resilience during crises.

Contribution/value-add: This article promotes a systems-based approach grounded in positive psychology and transformational leadership to enhance public servant well-being during and beyond crises.

Keywords

employee well-being; COVID-19; subjective well-being; objective well-being; positive coping behaviour; leadership; attitudes; perceptions; organisational support

JEL Codes

I31: General Welfare, Well-Being

Sustainable Development Goal

Goal 3: Good health and well-being

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