Edition December 2025 / January 2026

South Africa’s public service stands at crossroads. As we talk of digital transformation, professionalisation, and a “capable state,” we must also ask: what keeps public servants employable, motivated, and mentally strong in a world of constant change?

A recent study among government employees in the Eastern Cape reveals that employability today goes far beyond qualifications or years of service. It depends increasingly on psychological capital – the personal resources of hope, optimism, resilience and self-efficacy that help employees thrive under pressure.

The psychology behind performance

Public servants face growing complexity, from resource constraints to shifting policy demands. Those who remain hopeful, resilient and confident in their abilities are better able to adapt and perform. These attributes far from being “soft skills” are critical capacities for sustainable service delivery.

In our study of 260 government employees, we found that individuals with higher levels of psychological capital reported stronger perceptions of employability. They saw themselves as adaptable and future ready. Two traits, hope and optimism proved especially influential. 

Yet there was a twist. Public Service employees who were too emotionally attached to their organisations (a high level of affective commitment) saw their hope and optimism decline as predictors of employability. Loyalty, while valuable, can sometimes limit career self-renewal if it leads to dependence on organisational stability.

From job security to psychological security

This finding invites us to rethink what “job security” means in the 21st-century public service. True employability no longer resides in tenure or qualifications alone. It lies in one’s ability to learn, adapt and stay mentally agile. Public servants with high psychological capital do not merely survive change, they help shape it. They recover quickly from policy disruptions, stay motivated despite uncertainty and find meaning in public work.

Building a psychologically fit public service

A forward-looking public service must cultivate both skill and psyche. Departments and training academies should:

• Invest in psychological fitness programmes: Mental and emotional resilience training should be institutionalised alongside technical skills.
• Encourage reflective learning: Coaching, mentoring and feedback systems can build confidence and self-efficacy.
• Balance loyalty with mobility: Opportunities for rotation, secondment and study leave help employees stay engaged without feeling trapped.
• Measure what matters: Include indicators of resilience, hope and optimism in employee well-being and performance frameworks.

The human side of service delivery

Ultimately, productivity in the public sector is not just structural, it is psychological. A disengaged or demoralised employee cannot deliver quality services, no matter how strong the systems. But one who feels capable, hopeful and supported can drive innovation and excellence.

If South Africa’s vision of a professional, ethical and developmental state is to succeed, investing in psychological capital must become a national priority. It is the quiet engine that turns human resources into human potential and bureaucracy into public value. ❖

*Prof Willie Chinyamurindi is Head of the Department of Applied Management, Administration and Ethical Leadership at the University of Fort Hare. Dr Clifford Hlatshwayo is based at the University of Namibia. The two scholars share their research that focuses on employability, psychological well-being, and transformation within the South African public sector. This research was published in the Journal of Public Administration.