The unintended consequences of the blended workforce in the Australian Public Service: Effects on middle manager well‐being

Abstract The adoption of a blended workforce model, comprising both ongoing and non‐ongoing employees, has become increasingly common in public sector organisations. Despite known challenges, including high turnover and knowledge gaps, its impact on middle managers’ well‐being remains understudied. The study addresses this by exploring how the blended workforce model affects middle manager well‐being within the Australian Public Service (APS). Using qualitative interviews with 46 middle managers across five locations in Australia within one of the largest Departments in the APS, we reveal that adopting the blended workforce model created unintended consequences, including work intensification and stress among middle managers, adversely affecting both hedonic and eudaimonic dimensions of well‐being. Our findings provide insights for organisations adopting similar workforce models and contribute to understanding the well‐being impacts of public sector workforce reforms on middle managers. Points for practitioners Targeted support mechanisms for middle managers, including mentoring, HR support, training on managing diverse workforce compositions, and creating channels for feedback, should be developed. Comprehensive transition and integration strategies with clear role definitions and expectations for both ongoing and non‐ongoing employees should be created. Middle managers should be involved in planning and decision‐making in people‐related changes. The unintended consequences of blended workforce models, particularly impacts on middle manager well‐being, should be considered.