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Abstract:
This chapter explores the rise of smarter working in traditionally bureaucratic public sector organisations, driven by new technologies and flexible work trends. Despite cross-industry adoption, a knowledge gap remains regarding its specific impact on public sector employee performance, satisfaction, stress, and wellbeing. The chapter defines the research problem, outlines core questions, and explains the focus on wellbeing as a mediator and HRM practices as moderators. It highlights theoretical and practical implications, supporting sustainable, employee-centric public sector models, and concludes with an overview of the research scope, objectives, and structure.
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