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Journal Article

City Managers, Job Satisfaction, and Community Problem Perceptions

Victor S. DeSantis, James J. Glass and Charldean Newell
Public Administration Review
Vol. 52, No. 5 (Sep. - Oct., 1992), pp. 447-453
Published by: Wiley on behalf of the American Society for Public Administration
DOI: 10.2307/976804
Stable URL: http://www.jstor.org/stable/976804
Page Count: 7
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City Managers, Job Satisfaction, and Community Problem Perceptions
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Abstract

What factors help shape the level of job satisfaction among city managers? Which influence their perceptions of community problems? These are questions raised by several students of city management, and the authors address them by examining 1990 survey data gathered by the International City/County Management Association. Victor S. DeSantis, James J. Glass, and Charldeen Newell focus on the impact of managerial values, job characteristics, and city size in this analysis. The working conditions of city managers-especially supportive relationships with city council members - were positively correlated with a sense of job satisfaction among the surveyed managers. Their view of community problems, in contrast, was more closely related to city size. In neither case did managerial values seem to play a significant role.

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