Sector imprinting : exploring its impacts on managers' perceived formalized personnel rules, perceived red tape, and current job tenure
Social phenomena often involve long-term changes, but most organizational studies focusing on sector comparison have not illuminated the decisive role that time plays. I tested “sector imprinting,” the effect that occurs when an individual who has adapted to the norms of one sector, moves to anot...
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| Format: | Article |
| Language: | English |
| Published: |
2013
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| Online Access: | https://hdl.handle.net/10356/98354 http://hdl.handle.net/10220/12453 |
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| Institution: | Nanyang Technological University |
| Language: | English |
| Summary: | Social phenomena often involve long-term changes, but most organizational studies focusing
on sector comparison have not illuminated the decisive role that time plays. I tested “sector
imprinting,” the effect that occurs when an individual who has adapted to the norms of one
sector, moves to another sector, by using a sample comprised of respondents from both public
and nonprofit organizations. I found that in the public sector, individuals switching from business
enterprises and nonprofit organizations perceive more formalized personnel rules and red tape
than individuals who have not switched sectors. In the nonprofit sector, individuals switching
from the government perceive lower levels of formalized rules and red tape as compared to
nonswitchers and switchers from the private sector. Although unpleasant rules are critical
sources of one’s turnover intention, individuals who switch into the public sector have longer
current job tenure than nonswitchers. I argue that the theories of contrast effect, self-persuasion,
extrinsic motivation, and public service motivation (PSM) help explain these findings. |
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