A major unanswered question relevant to managers and researchers is how to implement policies more effectively. This study advances a model of managerial policy implementation and tests hypotheses derived from 71 federal government organizations. The results show that various facets of managerial receptivity to the policy were the most important positive influences on implementation of the two policies. Other factors such as perceived emphasis by top level management, organizational size, work overload, perceptions of the importance of performance for promotion, and the manager's attitude toward change were also important predictors of the managers' receptivity to the policies. Implications of the findings for management and future research are presented.
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