Work

Hindered From Making a Difference: How Increasing Organizational Constraints Undermine Public Servants' Perceptions of Prosocial Impact and Why It Matters

Year: 2026

Type: article

Abstract: ABSTRACT Public servants often work under organizational constraints that hinder how they experience and carry out their work. Drawing on conservation of resources theory, this research examines how changes in these constraints affect public servants' perceptions that their work benefits others and, in turn, their well‐being and withdrawal behavior. Using data from two longitudinal studies conducted in the United States and France, the findings show that increases in organizational constraints are associated with declines in perceived prosocial impact, which in turn predict lower well‐being and greater withdrawal over time. These results identify perceived prosocial impact as a key psychological resource that links changing work conditions to employee functioning. By emphasizing the dynamic nature of organizational constraints, this study advances the understanding of how evolving administrative conditions can weaken the psychological foundations that sustain meaningful and effective public service.

Source: Public Administration Review

DOI: 10.1111/puar.70222

Authors: Caroline Manville, Karim Mignonac

Institution: Université Toulouse-I-Capitole

Language: English

Topic: Job Satisfaction and Organizational Behavior

Subfield: Organizational Behavior and Human Resource Management

Field: Business, Management and Accounting

Domain: Social Sciences

SDGs: Decent work and economic growth, Peace, justice, and strong institutions

Open Access status: bronze

Funder: Agence Nationale de la Recherche