Dr. Leonard Bright is a Full Professor at Texas A&M University’s Bush School of Government and Public Service. He obtained his PhD from the Hatfield School of Government at Portland State University in Oregon. He teaches core courses in the Master of Public Service and Administration degree program at the Bush School at Texas A&M. His research focuses on public service motivation, public management, human resource management, and higher education.
Explore the comprehensive examination of stress and burnout in public service with this edited volume, compiled by Dr. Leonard Bright, featuring contributions from esteemed scholars worldwide. This book investigates the underlying causes, repercussions, and mitigation strategies associated with stress in highly demanding and critical professions. The chapters in this book comprise thorough literature reviews that provide extensive overviews of stress and burnout, present empirical research studies that scrutinize how work-related factors influence perceived stress and furnish public servants with easy, actionable exercises and insights to bolster their resilience and well-being in stressful public service occupations. This book is an invaluable resource for public service professionals, researchers, and educators interested in improving their understanding of the art and science of mitigating stress in public service workplaces.
Go to the bookThis study explored the relationship that public service motivation (PSM) has to environmental, organizational, and job stressors, as well as the relationships that those stressors have to job satisfaction and turnover intentions. Based on a sample of frontline federal employees working as airport baggage and security screeners for the Transportation Security Administration (TSA) in the state of Oregon, the findings of this study revealed a complex pattern of relationships. PSM was found to be positively related to the environmental stressors, negatively related to the organizational stressors, and not directly related to the job stressors. The primary path through which PSM impacts turnover intentions and job satisfaction was found to exist through its relationship with the organizational stressors. The respondents with high levels of PSM reported significantly lower organizational stress, which increased their job satisfaction, which then lowered their turnover intentions. While PSM had no direct relationship to the job stressors, it was found to be indirectly related through organizational stress. That is, high levels of PSM were related with lower organizational stress, which lowered the salience of the job stressors, which then increased job satisfaction. The implications of this study are discussed.
Part of the book: Organizational Culture
