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Organizational red tape, centralization and technology routineness are significantly correlated with lower job satisfaction (Table II). Formalization has a statistically significant positive influence on job satisfaction, which contradicts the hypothesized direction (p<0.05). As indicated by standardized regression coefficients, centralization has the strongest influence on job satisfaction, followed by formalization and technology routineness. While red tape displays the weakest impact, it is also the variable associated with the lowest statistical uncertainty (p<0.01). The model explains 18 percent of the variance in job satisfaction.

The organization control model with global red tape explains little variance in job involvement (Table III). Technology routineness, the model’s only significant explanatory variable, is associated with lower job involvement (p<0.01).

The next set of models substitute personnel red tape for global red tape. In the model of organization commitment (Table IV), centralization and personnel red tape are statistically significant negative influences (both p<0.01). Formalization and technology routineness do not significantly impact organization commitment (both p>0.10). Standardized regression coefficients indicate centralization and red tape have similar moderate influences on organization commitment. The model explains 22 percent of the variance in organization commitment.

In the model of job satisfaction (Table V), centralization and personnel red tape are statistically significant negative influences (both p<0.01). Technology routineness is also associated with significantly lower job satisfaction (p<0.05). Formalization remains a positive influence on job satisfaction (p<0.05). A review of standardized regression coefficients indicate that centralization and personnel red tape are the strongest alienation influences, followed by formalization and technology routineness. The organization control and personnel red tape variables explain 21 percent of the variance in job satisfaction.

The organization control model with personnel red tape explains only eight percent of the variance in job involvement (Table VI). Personnel red tape and technology routineness are the only variables associated with significantly lower job involvement (both p<0.01). Standardized regression coefficients indicate that both variables exert a

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