The role of public service motivation in the relationship between job demands and job satisfaction among public sector employees

Purpose This study aims to examine how public service motivation (PSM) moderates the relationships between three job demands – role conflict, goal ambiguity (GA) and work overload (WO) – and job satisfaction (JS) among public sector employees. Drawing on the job demands–resources model, the study examines PSM as a contextual resource shaping these relationships. Design/methodology/approach The analysis uses annual survey data from the Korean Institute of Public Administration, which captures employee perceptions of work conditions, attitudes and socio-demographic characteristics in central and local governments. Findings PSM mitigates the negative effect of GA but exacerbates the adverse effects of role conflict, suggesting that employees with high PSM experience lower JS when they face conflicting expectations. PSM does not moderate the relationship between WO and JS. Overall, PSM's effects vary across different job demands. Originality/value The study contributes to the literature by examining the buffering role of PSM in managing the negative effects of job demands on employees' JS, providing practical implications for public leaders and practitioners on fostering PSM in the public sector.