Perceptions of Public versus Private Sector Personnel and Informal Red Tape: Their Impact on Motivation

Baldwin, J. Norman

doi:10.1177/027507409002000102

Cited by 115 publications

(116 citation statements)

References 20 publications

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“…formal procedures for decision-making, in order to bind managers' behavior (Bretschneider, 1990;Baldwin, 1990;Scott and Falcone, 1998). That bureaucratic rules can be set as a response to dysfunctional behavior is sustained also by agency theory (Holmstrom andMilgrom, 1991, 1994).…”

Section: Traditional Argumentmentioning

confidence: 99%

Innovation in State-Owned Enterprises: Reconsidering the Conventional Wisdom

Belloc

2014

Journal of Economic Issues

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A very well established economic literature maintains that State-owned enterprises (SOEs) are inefficient comparatively to privately-owned ones (POEs). In this paper we argue that SOEs' inefficiency is not due to the State ownership per se, rather it is caused by some conditions other than ownership which SOEs often, but not necessarily, relate to. In particular, we focus on dynamic efficiency -specifically, the production of technological innovation -of SOEs in manufacturing industries, where SOEs should contend with POEs in a competitive environment. We suggest that targeted measures aimed at increasing managers' commitment to long-term investment strategies and at reducing corruption and political interference, though being complex and difficult to implement, can be much more (positively) incisive on long-run technical progress than the simple privatization of companies. This leaves room for exploration and implementation of policies that might reconcile State ownership and market competition in industrial sectors.Keywords: State-owned enterprises, innovation, privatization.JEL classification: H11, L33, O31, P12. * Department of Economics, University "G. d'Annunzio", Viale Pindaro 42 -65127 Pescara, Italy (email: f.belloc@unich.it). I certify that I have the right to deposit the contribution with MPRA.

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Section: Traditional Argumentmentioning

confidence: 99%

Innovation in State-Owned Enterprises: Reconsidering the Conventional Wisdom

Belloc

2014

Journal of Economic Issues

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“…Theoretically and empirically, red tape has been linked to a number of constructs of interest in the study including innovativeness (Moon and Bretschneiber 2002) and organizational performance (Brewer and Walker 2010). Red tape has also been shown to be an important factor in a number of employee level constructs, including alienation (DeHart-Davis and Pandey 2005), motivation (Baldwin 1990), and commitment (Stazky, Pandey, and Wright 2011), which are related to organizational identification. As previous literature has shown that the perception of red tape is an important construct for public employees and may potentially influence both the mediating and dependent variables of the study, the final model used to test the hypotheses proposed in the previous section will include a control for red tape.…”

Section: Organizational Influencesmentioning

confidence: 99%

“…While a number of studies have shown red tape to be negatively related with employee motivation (DeHart-Davis and Pandey 2005;Baldwin 1990), it may be the case that greater levels of perceived red tape encourage employees to step outside of their prescribed roles and attempt to expedite and improve work processes. This conjecture is not dissimilar from the assertion of Moon and Bretschneiber (2002) that red tape may be an organizational "push factor" in driving change and innovation.…”

Section: Analysis 1: Performance Management and Change-oriented Ocbmentioning

confidence: 99%

Identification and Performance Management

Campbell

2014

Public Personnel Management

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Identity and identification are root constructs in organization studies. Identity provides an interpretive framework with which to evaluate the appropriateness of behavior, and as such, in organizations the construct has a fundamental relationship with employee performance. This study develops a theoretical framework linking identification to change-oriented behavior, a type of extra-role activity aimed at introducing micro-level organizational change in order to improve long-term performance and efficiency. Enhancing the performance of public organizations is a central theme of public administration theory and practice, and this study contributes to the literature by shedding light on a potentially important employee-level antecedent of organizational performance. Secondly, this study links identification and change-oriented behavior to a phenomenon that has grown increasingly prevalent in contemporary public organizations, namely, goal-oriented performance management. Over the past decades, public organizations around the world have implemented results-based reforms in order to increase accountability, efficiency, and performance. Due to the scope and complexity of these reforms, however, their full range of consequences is not yet known. This study aims to make a second contribution to the literature by linking performance management practices to both organizational identification and change-oriented behavior. Using survey data gathered from employees of central government ministries in South Korea, where a wide range of results-based reforms have been introduced, mediation analysis utilizing bootstrap resampling is used to test a number of empirical hypotheses related to the constructs outlined above. The results of the analysis suggest that organizational identification is a strong predictor of change-oriented behavior. In addition, the effect of performance management on employee intentions to engage in change-oriented behavior is shown to operate primarily through its effect on organizational identification, which underscores the importance of identification for organizational performance. Following the presentation of the results of the analysis, the theoretical and practical implications of this study are discussed.

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“…This definition sets out two oft-repeated important characteristics of red tape: red tape as excessive regulation and red tape as a perception or impression. Public administration research has refined Rosenfeld's definition following substantial progress in the empirical study of red tape [12,13]. With variations, the definitions largely align with Bozeman's [7] conceptualization of red tape as "rules, regulations, and procedures that remain in force and entail a compliance burden for the organization but have no efficacy for the rules' functional object" ( [7]: 283).…”

Section: Literature Reviewmentioning

confidence: 99%

Institutions and the Regulation of Business—An International Firm-Level Study of Regulatory Compliance Costs

Jong¹,

Kloeze²

2013

AJIBM

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Prior work has established the negative effects of many regulations on business and policy.These negative effects have been a key driver for many of the so-called better regulation programmes. Despite all efforts, however, deregulation programmes have had inconclusive results and their success remains the subject of ongoing debate. We suggest that the public policy efforts have largely overlooked a business perspective of regulation and its institutional determinants. We argue that the institutional determinants of regulation include the regulation stock, the quality of regulation and the predictability of regulation application. This study is among the first to examine the impact of these institutional determinants on regulatory compliance costs for firms using a unique dataset from companies in OECD countries. Our results convincingly support our approach to the study of regulation.

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Perceptions of Public versus Private Sector Personnel and Informal Red Tape: Their Impact on Motivation

Cited by 115 publications

References 20 publications

Innovation in State-Owned Enterprises: Reconsidering the Conventional Wisdom

Innovation in State-Owned Enterprises: Reconsidering the Conventional Wisdom

Identification and Performance Management

Institutions and the Regulation of Business—An International Firm-Level Study of Regulatory Compliance Costs

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