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Abstract
This dissertation is primarily concerned with examining the effects of perceived organizational and personnel red tape on the organizational pride and work motivation of managers in the public and nonprofit sectors. It also incorporates multiple comparisons of public and nonprofit managers to determine if the groups differ significantly in terms of red tape perceptions, organizational pride, and work motivation. This research addresses the need for further theoretical development and empirical study of organizational pride by (1) advancing a novel conceptualization and measure of the construct, (2) determining if it varies across the public and nonprofit sectors, and (3) investigating the extent to which it is influenced by red tape perceptions. In addition, this dissertation makes a significant contribution to the motivation literature by exploring differences between public and nonprofit managers and examining the association between perceived red tape and general work motivation. In order to investigate these relationships, this research utilizes survey data generated by the third National Administrative Studies Project (NASP III), which contain detailed information about state-level public administrators and nonprofit managers in Georgia and Illinois. The analyses presented in this dissertation employ a number of statistical methods to test hypotheses regarding organizational and personnel red tape, organizational pride, and work motivation. The results indicate that nonprofit managers generally have greater pride in their organizations and are more motivated than managers in the public sector. They also suggest that perceived organizational red tape is generally associated with a decrease in the organizational pride and work motivation of both public and nonprofit managers. However, while perceived personnel red tape diminishes the organizational pride of managers in both sectors, a significant negative effect on work motivation is found only among nonprofit managers. Finally, the results show that perceived personnel red tape has a greater negative impact on the organizational pride of public managers.