This study employed a longitudinal model to investigate the reciprocal relationships between interpersonal citizenship behavior (OCB-I) and absenteeism at the team level. The research utilized four waves of data from a sample comprising over 5,000 employees in 168 teams within a large Canadian public organization. Drawing upon the focus theory of normative conduct and the collective identity perspective, our findings indicated that a positive change in OCB-I, which encompasses helping behaviors, led to a subsequent decrease in team absenteeism. In addition, emphasizing the identity perspective and allocation of time perspective, our study demonstrated that increased absenteeism within a given period was associated with a subsequent reduction in team OCB-I.

This article examines how organizational and supervisory supports, directly and indirectly, impact employee engagement in U.S. federal agencies during the COVID-19 pandemic. This study applies two analysis models for two different sample groups: federal workers who were required to be physically present at a worksite during the pandemic and those who were not required to do so. Drawing from the sampling frame comprised of "permanently employed, non-political, non-seasonal, full- or part-time federal employees" in pay status as of October 2019, the findings from the U.S. Federal Employment Viewpoint Survey 2020 indicate that organizational and supervisory supports directly impact employee engagement regardless of employees' work arrangements. However, work engagement is not increased by organizational and supervisory supports that actively encourage employees to use conventional incentives such as work-life balance policies. At the organizational level, this study suggests the need to redesign strategies to motivate public agents to engage in the agency's mission because conventional and systemic employee support may be ineffective as currently designed. Overall, this study sheds more light on existing studies of public human resource management by examining employee engagement according to work arrangements during the pandemic.

At the outset of the COVID-19 pandemic, the Swiss federal government implemented a lockdown that prompted a majority of private and public organizations to implement teleworking solutions for their employees. This study aimed to examine the impact of work modalities, job-related, relational, and organizational climate variables on employees' engagement, exhaustion, and perceived performance both before and during the forced teleworking period. Based on the job demands-resources framework, a survey was conducted ( = 1,373) in a Swiss Cantonal public administration. Results show that while the forced telework period positively influenced employees' work autonomy and work-life balance, it negatively influenced their degree of collaboration and perceived job strain but did not affect their engagement levels. The freedom to organize ones' own work and collaboration with colleagues were identified as the main resources that positively influence employees' engagement and perceived performance while limiting exhaustion.

Due to the increasing demanding work environment, public managers need their employees to be proactive and dedicated and feel energetic in their work to reach high performance-that is, public organizations need engaged workers. However, there is a dearth of research examining work engagement in the public sector context in general and in different institutional contexts (e.g., education vis-à-vis central government) in particular. The goal of this study is to examine the relationship between antecedents and outcomes of work engagement in the public sector in general and the within-public sector differences including institutional contexts in particular. Based on the analysis of a large data set, it can be concluded that public servants have different personalities and work in different institutional contexts, and these differences influence their work engagement. The importance of work engagement research in public administration is further confirmed because it leads to higher performance and job satisfaction across sectors.