| Abstract [eng] |
Relevance of the topic. In the public sector, electronic services are being steadily expanded, data- driven solutions are being applied increasingly widely, and processes are being automated; therefore, employees’ day-to-day work is becoming increasingly dependent on information systems. This change is also relevant for workforce management, as employees’ preparedness and strain are not always assessed through the interaction of resilience and digital competencies. Service quality and operational continuity are directly linked to whether employees can maintain functioning under procedural requirements, the obligation to ensure accuracy and traceability, information flows, deadline pressure, and continuous change. When these requirements coincide with technological or process disruptions, the risk of errors increases and maintaining control over work becomes more difficult; therefore, it is important to understand which internal and organisational resources enable employees to restore control and continue working. Digital competencies are considered a necessary precondition for achieving digital transformation goals in the public sector, and strengthening resilience has practical significance because resilient employees tend to report higher job satisfaction and are less likely to leave the organisation. Since studies more often analyse organisational capacities and technological solutions, while the links between individual digital competencies and employees’ resilience are examined fragmentarily, and resilience and digital competencies are often analysed separately, a comprehensive approach is lacking in the Lithuanian context. The object of the study – the link between digital competencies and the resilience of public sector employees. The aim of the study – to examine how digital competencies affect the resilience of public sector employees. Main results of the study. The study found that the digital demands experienced by employees are most often associated with procedures, accuracy and traceability, information flows, the use of multiple systems, changes and deadlines, while technostress episodes become more salient when these demands intertwine with technological or process disruptions and unclear responsibility. Digital competencies function as an internal resource when they help employees navigate systems, reduce the likelihood of errors, find solutions faster, and restore control; however, resilience is significantly strengthened by organisational resources, especially the reliability of the support system, the clarity of instructions, opportunities for learning, and conditions for adaptation. In practice, resilience manifests through recurring pathways of action that include work organisation, quality assurance, problem solving, mobilising help, learning and adaptation, and wellbeing and boundary management; in situations of prolonged disruptions, this also includes disengagement or avoidance. |
