DOI:10.52340/ekonomisti.2025.04.06

Expanded Summary

The article aims to analyze the psychological aspects of public administration in the digital age, focusing on the impact of emotional intelligence, stress management, and organizational culture on governance processes. Using Georgia as a case study, it offers recommendations for implementing effective psychological practices.

The 21st century has emerged as an era in which technological progress shapes not only the economy and communication but also systems of governance. The rise of digital governance demands not only the adoption of technical solutions but also a deep understanding of human psychology, behavior, and motivation. In the 1990s, public administration in Georgia began transitioning from the USSR’s bureaucratic system to a model of democratic governance, though the post-Soviet legacy was deeply embedded in the governance culture. Psychological aspects of public administration were largely overlooked during this period, leading to deficits in employee motivation and increased vulnerability to stress.

In European space, public administration as both a discipline and a practice has been recognized since at least the 19th century, particularly with the emergence of Weber’s bureaucratic model during the formation of industrial states. Over time, models of state governance gradually shifted from regulatory administration toward more consumer-oriented approaches, which became particularly active from the 1980s to the 1990s with the implementation of “New Public Management”).

Since 2004, administrative reforms, referred to as “public service modernization”, have been initiated; however, these reforms have largely focused on technical improvements rather than behavioral or psychological dimensions. The Open Government Partnership (OGP) and the Digitalization Strategy 2030 offer new opportunities to integrate psychological components into public administration, though in practice, the systemic changes required to realize this integration have yet to be implemented in practice.

Over the past two decades, several significant digital initiatives have been implemented in Georgia, These are:

• Citizens’ digital portal https://my.gov.ge/
• Electronic modernization of public registry and ID services
• Electronic document circulation in state agencies.

However, despite significant technological progress, the psychological dimension of public administration has been largely neglected. Training for public officials continues to focus primarily on developing technical skills, while the development of emotional intelligence, stress management, and psychological communication skills lacks a systematic approach.

Studies have shown that a significant portion of public employees (42%) experience burnout, feel unprepared for remote work, and face challenges in internal communication. For example, an unofficial survey conducted in 2021 at the Public Service Development Agency revealed that the majority of employees struggled to adapt to online work requirements, primarily due to the absence of adequate psychological support.

At the State Audit Service, internal crises that emerged during the COVID-19 pandemics period revealed a resistance to change coming not from systemic issues, but from personal and psychological factors. A psychological approach to public administration is no longer merely a supplementary “soft component”, but a strategic necessity. Examples from European countries demonstrate that successful digital governance relies on technological advancement and an attention to human psychological well-being. Unfortunately, Georgia has yet to develop a systematic approach to these issues, which continues to hinder the full adoption of digital innovations.

The psychological dimension of public administration is no longer a secondary concern. In the modern world, where governance increasingly depends on digital processes and the ability to respond to global challenges, factors such as psychological well-being, motivation, emotional intelligence, and behavioral competencies have become prerequisites for system stability and effectiveness.

Successful governance is not defined solely by technological advancements but also by the formation of a psychologically sustainable organizational culture. European countries have effectively combined digital innovation with human-centered governance, while in Georgia, only initial steps have been taken toward this approach.

Institutional recommendations are as follows:                                    

Digital Governance Agencies:

• Conducting comprehensive psycho-social readiness analysis before implementing digital solutions Conduct a comprehensive psychosocial readiness analysis prior to the implementation of digital solutions.
• Developing the “human-centered (UX) models” for public services.

Local Self-Governments:

• Implementing internal psychological support mechanisms, with particular emphasis on resource-limited municipalities.
• Reviewing the activities of public agency employees through the framework of “emotional labor”.
• Enhancing the integration of social workers and organizational psychologists within governance processes.

Universities and Research Centers:

• Strengthening research in public psychology, administrative behavior, and stress management
• Designing joint projects with public agencies and HR departments

Keywords: Public administration, organizational psychology, digital transformation, emotional intelligence.