A comparative study of managers employed by business and state government organizations was carried out using Miner's role-motivation theory. Miner's motivation theory focuses specifically on those motives appropriate to generalized role requirements of managerial positions in large, highly structured, hierarchic organizations. Those managers having individual motives paralleling the role requirements of these positions are theorized to be more effective in the performance of their jobs. The degree to which individuals possess these motives is determined by the Miner Sentence Completion Scale (MSCS) and is referred to as their "motivation to manage". The rationale in choosing this construct was that (a) it focuses on managerial motivation, (b) its domain is limited to large, bureaucratic organizations, and (c) it has been validated against measures of performance. / This study was designed to empirically determine first, what differences exist between government and business managers in terms of their motivation to manage, and second, to what extent are government motivation levels characteristic of those attracted to government organizations as opposed to being organizationally stimulated. MSCS scores were collected from lower- and middle-level state government managers and compared with scores of business managers of similar rank. The MSCS scores of government middle- and lower-level managers were also compared, and each were compared with service time in state government agencies. In addition, MSCS scores from business and public administration graduate students were compared. MSCS scores collected for the study were also checked against respondent demographic variables. / Tests of the data show lower- and middle-level state government managers as having overall less motivation to manage. In terms of MSCS subscale scores, the state government profile is one of significantly less desire to compete, less inclination to be assertive and less desire to carry out routine administrative tasks. The lack of significant differences on the remaining subscales suggests that government and business managers are comparable as to their attitude toward those in authority, their desire to direct others and exercise power, and their desire to stand out and be at the center of attention. / Tests between lower- and middle-level state government managers failed to yield significant findings eventhough middle-level scores were consistently higher. Similarly, results of tests of the relationship between MSCS scores and service time in state goverment, and between MBA and MSPA students were not significant although MBA scores were consistently higher than MSPA scores. / Significant relationships were found between MSCS scores and respondent place of upbringing and/or residence. Here, metro-area scores were consistently highest, and rural lowest. / From these tests, it was concluded that (a) the motivation to manage of state government managers is lower than that of business managers, (b) these differences reflect characters of those attracted to government organizations as opposed to being organizationally stimulated, (c) graduate business and public administration students serving as surrogates of future managers reflect the same differences, and (d) motivation to manage levels are related to cultural variables. / In addition, implications of these conclusions and recommendations/suggestions for further research are provided. / Source: Dissertation Abstracts International, Volume: 41-05, Section: A, page: 2209. / Thesis (D.B.A.)--The Florida State University, 1980.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_74190 |
| Contributors | OVERSTREET, JAMES SYLVESTER., Florida State University |
| Source Sets | Florida State University |
| Detected Language | English |
| Type | Text |
| Format | 240 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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