Bureaucratic control and organizational support in the public sector: effects mediated by psychological empowerment on engagement

Abstract

The study investigates how bureaucratic control and organizational support affect the civil servant’s work engagement and the mediating role of psychological empowerment. The research adopted a quantitative approach using data collected from 159 public servants of Brazilian courts of accounts, with subsequent application of exploratory factor analysis, parceling techniques, confirmatory factor analysis, and ordinary least squares regression (OLS). The results show a negative mediation of psychological empowerment in the relationship between bureaucratic control and work engagement and a partial and positive mediation between organizational support and work engagement. Thus, psychological empowerment constitutes an important mechanism through which civil servants react to characteristics of the work context, being weakened in situations of exacerbated bureaucratic control or lack of organizational support, with consequences for the level of enthusiasm and dedication. The findings are discussed in light of their theoretical and practical implications for management in the public sector.

Keywords:
bureaucratic control; red tape; organizational support; psychological empowerment; work engagement