Keywords | Nøgleord
Citation/Eksport
Abstract | Abstract
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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