Abstract
Abstract
The central aim of this study was to address growing concerns about public sector performance and to identify factors that could change public employees’ mindset and lead to improved outcomes. The research employs a qualitative phenomenological approach and uses an exploratory design to explore the issues involved. Face-to-face interviews were conducted, and data were analysed using NVivo 17 through thematic content analysis. The study identified seven themes that influence participants' realities: work-enhancing practices, innovative behaviour, work efficiency, self-compassion, educational attainment, leadership, and pro-activeness. It was concluded that a shift in mindset is essential for improving public service performance. Achieving this requires the involvement of all stakeholders – from top leadership to rank-and-file staff. The primary responsibility rests on leadership to drive the change. It was recommended that the current civil service charter be revised to promote a growth mindset. As a contribution to knowledge, this study emphasises employee cognitive development as a key indicator of public service performance, thereby enriching the existing literature on the public sector.