The dissimilarities in governance, clientele, and organizational imperatives between the nonprofit and public sectors suggest that understanding employee job satisfaction requires distinction between the two. This study examines similarities and differences in what affects managers’ job satisfaction in nonprofit and public organizations, focusing on managers’ perception of their organization, job, and top management. While the results suggest that pride in the organization is a determining factor of managers’ job satisfaction in both sectors, they also reveal that certain attributes of job satisfaction influence managers’ job satisfaction differently between the two sectors. In particular, the findings suggest that nonprofit organizations should establish clear definitions of employees’ tasks and roles and allow employees more autonomy to increase their job satisfaction.
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