Please use this identifier to cite or link to this item:
Title: Explaining the difference of work attitudes between public and nonprofit managers : the views of rule constraints and motivation styles
Authors: Chen, Chung-An.
Issue Date: 2012
Source: Chen, C.-A. (2012). Explaining the Difference of Work Attitudes Between Public and Nonprofit Managers: The Views of Rule Constraints and Motivation Styles. The American Review of Public Administration, 42(4), 437-460.
Series/Report no.: The American review of public administration
Abstract: Work attitudes (e.g., job satisfaction, job involvement, organizational commitment, etc.) have long been important indicators for managers and researchers in evaluating whether one is motivated to work. Existing empirical studies tend to suggest that public managers are less likely to exhibit positive work attitudes as compared with their private sector peers. However, literature about the comparison of work attitudes between public and nonprofit managers is scant. The current study addresses this topic. By using the National Administrative Studies Project-III (NASP-III) survey data, the author found that nonprofit managers are more likely than public managers to show positive work attitudes. This attitudinal difference, based on the results of mediation tests, originates from two important reasons. First, higher levels of rule constraints (i.e., red tape and personnel flexibility) in the public sector undermine managers’ work attitudes. Second, individuals attracted to work in the public sector have stronger extrinsic motivation, stronger amotivation, and weaker intrinsic motivation. These motivation styles compromise their work attitudes.
Rights: © 2012 The Author(s).
Fulltext Permission: none
Fulltext Availability: No Fulltext
Appears in Collections:HSS Journal Articles

Google ScholarTM



Items in DR-NTU are protected by copyright, with all rights reserved, unless otherwise indicated.