This research examines perceptions of organizational uncertainty among Korean public employees during an administrative paradigm shift. Using the data from Korean public employees in the central ministries, this article explores the extent to which public employees perceive organizational uncertainty and how separate instances of perceived uncertainty are associated. The findings reveal four dimensions of uncertainty: structural and systematic; new administrative demand; job-related; and unpredictability in the decision-making process. In addition, all of these types of uncertainty are linked; new administrative demand uncertainty has a strong influence on the other three. This research concludes by suggesting the roles of leaders in solving uncertain aspects from an increased burden of administrative reform.

Points for practitioners

Public managers need to recognize that when administrative reforms and organizational change take place, employees become anxious about their job prospects, organizational systems, and external demands. Such perceived organizational uncertainties are associated with one another: jobs, organizational systems, decision-making process, and external administrative demand. More specifically, the inability to cope well with uncertain environmental conditions negatively affects organizational members' behaviors and eventually results in individual stress and uncertainty about their jobs. Nevertheless, organizational uncertainties cannot be avoided in changing and transitional administrative environments. Thus, public managers need to consider and mitigate the negative aspects of organizational uncertainty by adopting innovative approaches and practices for successful administrative reform