The purpose of this qualitative study is to create a deeper understanding of how first-line managers within a reorganized public administration experience and are affected by organizational changes, and how these experiences affect their work motivation and willingness to remain in the profession. This is against the background of a high rate of resignations among first-line managers nationally and the complexity of the job role. The study takes its theoretical starting point in Herzberg's two-factor theory to analyze motivational and hygiene factors in a context characterized by extensive change. Through a strategic selection, eight structured narrative interviews were conducted with first-line managers in a merged administration, which were then analyzed using a thematic analysis method. The results show that motivational factors such as “the work itself” and “interpersonal relationships” are crucial to the first-line managers' willingness to remain in their positions, as the drive to make a difference for service users weighs heavily despite challenges such as increased administrative burdens and top-down management. Hygiene factors in the form of social support from colleagues and immediate managers act as protective factors in a turbulent work environment. The study concludes that the boundary between factors can be blurred in unstable conditions, where hygiene factors can temporarily serve as motivators. Finally, the importance of effective communication and transparency from management is emphasized in order to promote continuity and well-being in the welfare sector.