United States Federal Employee Development in Turbulent Times: Using Job Demands-Resources Theory to Explain Changes in Perceived Performance and Turnover Intention During the COVID-19 Pandemic

Abstract

Under conditions of organizational turbulence, it is crucial to staff organizations with public servants who feel committed and capable of creating public value. However, managers may neglect training and development during turbulent times while they attempt to protect the technical core of the agency. This study draws on job demands-resources theory (JD-R) to understand the role of job-related training and resources on perceived work unit performance and turnover intention during the COVID-19 pandemic. Using the 2020 Federal Employee Viewpoint Survey (FEVS), I find that workers who reported needing, but not receiving, training or resources to cope with new work roles were more likely to report a deterioration in their work unit’s performance and to report new intentions to leave their job. These effects were stronger when an employee’s demands increased over the pandemic. The findings emphasize the importance of balancing demands and resources as organizational leaders react to turbulent conditions.

Keywords

job demands-resources theory organizational turbulence human resource management training and development

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