Chapter 2: Work Engagement Among Street-Level Bureaucrats: Identifying Factors That Make a Difference

Street-Level Bureaucrats (SLBs) play a crucial role in public policy implementation, directly influencing individuals’ experiences with public services. However, their work is often challenged by heavy workloads, conflicting expectations, and limited resources, which can impact their engagement and well-being. This study examines the factors influencing SLBs’ work engagement (WE), with a particular focus on role adequacy—the alignment between the role they spontaneously adopt and the role expected by their organization. Using a mixed-method approach combining qualitative interviews and quantitative surveys, the authors analyze how individual, organizational, and external pressures shape SLBs’ engagement.

The authors’ findings reveal that value alignment with the organization, positive feelings with users, and social support from colleagues and supervisors significantly enhance WE. Conversely, time pressure and inconsistent injunctions negatively impact engagement by creating role strain. Role adequacy emerges as a key determinant: SLBs who experience a mismatch between their personal role perception (e.g., caregiver) and the organization’s expectations (e.g., enforcer) report lower engagement levels. Surprisingly, media scrutiny has a dual effect, increasing engagement through accountability while reducing role adequacy due to external pressures.

These results underscore the need for clear role expectations, stronger organizational support, and policies that balance workload and discretion. Enhancing SLBs’ WE requires aligning institutional expectations with their intrinsic motivations, fostering a work environment that prioritizes role clarity, flexibility, and social support. This study contributes to role theory and public service motivation (PSM) by integrating quantitative validation of previously qualitative insights, offering practical recommendations for public sector management.