Abstract:
Modern organisations face dynamic environments of volatility, uncertainty, complexities, and ambiguity (VUCA). Public sector organisations are not exempt from the impact of these turbulent times. They must find ways to navigate and adapt to these changes to fulfil their mandate of serving their citizens. Given the bureaucratic nature of the public sector, the constraints experienced make it challenging to respond swiftly and easily to the changing environment, which became the interest in the study to explore agility in the public sector and how employee empowerment plays a role in the organisation's agility. Grounded in the dynamic capabilities framework, this study examines how employees in a public sector organisation perceive their empowerment, which influences their experiences during periods filled with uncertainty and instability and how this contributes to organisational agility.
Through a phenomenological approach, the study focused on employees' lived experiences and how they experienced periods of uncertainty. From the study, employee empowerment is driven by structural empowerment dimensions such as access to opportunities, resources, information, and support, with psychological dimensions comprised of meaning, competence, self-determination, and impact on the organisation's agility. Despite the bureaucratic nature of the public sector, employees with high empowerment levels showed resilience, proactive behaviour, adaptability, and problem-solving abilities, which are essential for agility.
The study provides practical recommendations to ensure an agile workforce. It contributes to the literature by adding insights into agility in the public sector context and highlighting key dimensions that drive empowerment.
