MS2007101 Sector Perceptions among State-Level Public Managers JPART R&R 8_13_07.pdf (201.7 kB)
Sector Perceptions among State-Level Public Managers
journal contributionposted on 2011-08-31, 00:00 authored by Mary K. Feeney
In this article, I investigate whether or not there is variance in public managers’ perceptions of worker quality and work life, by sector. Specifically, I investigate whether state-level public managers perceive the public sector or the private sector as having more challenging work and more talented workers, and how those perceptions are conditioned by previous work experience, motivations for taking their current jobs, education, race, and other demographic characteristics. Using multinomial logistical regression of data from the NASP-III survey of managers in Georgia and Illinois, I find that public managers motivated by desires for advancement and public service motivation are more likely to report positively perceptions of the public sector. Managers whose last job was in the private sector, compared to those whose last job was in the public sector, are less likely to respond favorably about the private sector. Increased perceptions of red tape increase the odds of having positive private sector perceptions and having a business degree, compared to another degree, decrease favorable public sector perceptions. These findings are important to understanding the relationships between manager characteristics and sectors perceptions among state-level public managers.
Publisher StatementThis is a pre-copy-editing, author-produced PDF of an article accepted for publication in Journal of Public Administration Research and Theory following peer review. The definitive publisher-authenticated version Feeney, M. K. (2008). Sector perceptions among state-level public managers. Journal of Public Administration Research and Theory, 18(3), 465-494 is available online at: doi:10.1093/jopart/mum025.
PublisherOxford University Press