Examining the interplay between positive and negative bureaucracy characteristics and job satisfaction
Traditionally, literature considers public administration as a bureaucratic institution where managers and employees must adhere to rigid structures and procedures. However, a bureaucratic organizational culture can either support employees (e.g., enabling practices) or conversely exerts control (e...
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| Main Authors: | , , , , , , |
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| Format: | Article |
| Language: | Danish |
| Published: |
Aalborg University Open Publishing
2024-12-01
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| Series: | Akademisk Kvarter |
| Subjects: | |
| Online Access: | https://journals.aau.dk/index.php/ak/article/view/9900 |
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| Summary: | Traditionally, literature considers public administration as a bureaucratic institution where managers and employees must adhere to rigid structures and procedures. However, a bureaucratic organizational culture can either support employees (e.g., enabling practices) or conversely exerts control (e.g., coercive practices), thus influencing various psychosocial and organizational outcomes, including job satisfaction. Despite the well-recognized features of this bureaucratic structure, few studies have examined its dual effect on job satisfaction. A cross-sectional study was conducted with a sample of 414 managers in the public sector. The results of the hierarchical regression analysis revealed that enabling bureaucracy positively affects job satisfaction, while coercive bureaucracy has a significant and negative impact on job satisfaction. Furthermore, resistance to change moderates the impact of bureaucracy’s coercive aspects on job satisfaction.
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| ISSN: | 1904-0008 |