| Abstract: | This study examines the relationship between three bureaucratic role-structure dimensions and affective responses in organizations. Contrary to much theory, it is hypothesized that formal structuring of activities has a positive effect on members' satisfaction and perceived climate; consistent with bureaucratic theory, it is hypothesized that both role constraints and rule enforcement have negative effects. Results from a sample of 332 members of work organizations largely support this model. In addition, structural analysis techniques demonstrate no significant group-level effects, suggesting that the influence of bureaucratic structure is mediated largely through individual roles. These results demonstrate contradictory, rather than consistent negative, effects of bureaucratic structure on members. Specifically, members react favorably to well-delineated rules, though they dislike the restricted autonomy and personal enforcement that generally accompany them. |
