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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.
Weeratunga et al. (Tue,) studied this question.