Public sector employees in France frequently feel hindered in their ability to perform their jobs effectively, according to a survey conducted by the collective Nos services publics, as revealed by France Culture. The study found that three out of ten employees in the national public service and three out of ten in the territorial public service say they often or very often have to compromise on the quality of their work. In the hospital sector, the situation appears even more pressing, with 41% of public service workers reporting similar challenges. Despite these difficulties, two out of three employees still feel they are regularly contributing to the well-being of others through their work. The survey also highlights a sense of misalignment between employees and the leadership. Nearly 42% of hospital workers, 37% of local government employees, and 35% of national public service employees say they often feel they are serving the interests of managers, politicians, or businesses rather than the general public. Supervisors, meanwhile, report receiving directives that they believe lower the quality of the work being done by their teams. The study emphasizes the importance of social recognition, with most employees feeling that opportunities for promotion and fair pay are insufficient. Workplace well-being is identified as a crucial factor in maintaining the quality of work teams. The survey notes that strong team dynamics depend on good communication, a shared vision of public service, and a lack of internal competition. However, when working conditions and the nature of tasks are compromised, these team dynamics weaken, making it harder for employees to perform effectively. Arnaud Bontemps, co-founder of the collective, explains that high turnover and insufficient support create an environment of competition, which undermines the sense of unity and collaboration among colleagues. To address these issues, the collective proposes several measures, including stabilizing work teams, ensuring adequate staffing, providing better support for new roles, and encouraging open dialogue about concerns. The "Hierarchy and Management in the Public Sector" survey was conducted through an online questionnaire with over 100 questions, resulting in 20,503 responses from public sector employees and others in related fields. While the sample is not fully representative of the public sector, the collective has made adjustments to account for key sociodemographic biases in the data.