Red Tape, Rule Legitimacy, and Public Service Motivation: Experimental Evidence From Korean Citizens

Ahn, Yongjin; Campbell, Jesse W.

doi:10.1177/00953997211069046

Cited by 15 publications

(5 citation statements)

References 95 publications

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“…More recently, Kaufmann and Feeney (2014) link lower levels of perceived red tape to outcome favorability, or whether the focal individual realizes the objective that motivates their involvement in a given process. This finding has been replicated in a number of studies (Ahn & Campbell, 2022;Moon et al, 2020). The authors characterize outcome favorability as a factor "beyond the rules" and assert that their finding threatens the Bozemanian assumption that rule burden is the principal driver of perceived red tape (p. 187).…”

Section: Rule Qualitymentioning

confidence: 86%

The ontology, origin, and impact of divisive public sector rules: A meta‐narrative review of the red tape and administrative burden literatures

Campbell

Pandey

Arnesen

2022

Public Administration Review

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A rule is divisive when its legitimacy is contested and divisive rules are an enduring theme of public administration research. For over three decades, this research has been shaped by red tape theory, which conceptualizes divisive rules as those which consume an organization's resources but fail to advance its goals. Recently, however, the administrative burden framework, which prioritizes the impact of divisive rules on citizens and links their origins to political motives, has grown in popularity. We take stock of the last decade of research on red tape and administrative burden using the meta-narrative review methodology. We identify five narratives within the two research traditions and discuss their distinct research questions, theoretical mechanisms, privileged actors, and rule assumptions, as well as their strengths, limitations, and practical implications. These insights are leveraged to analyze the origins, impact, and ontology of divisive public sector rules. We also raise research questions with cross-cutting relevance to the red tape and administrative burden research traditions. Evidence for Practice• The design and quality of public sector rules have far-reaching consequences for policy makers, public servants, and citizens. • In the 1990s, the red tape research agenda linked rule quality with the administrative values of effectiveness and efficiency. Within the last decade, administrative burden research has highlighted the fundamentally political nature of some public sector rules. • Practitioners should assess their issue of concern and identify and draw from the most relevant of the five distinct but inter-related red tape and administrative burden research themes, namely, administrative performance, behavioral impact, rule quality, impact on citizen access to public services and benefits, and administrative system politicization. • Integrating the insights of the red tape and administrative burden research traditions can produce a more complete picture of public sector rules that is relevant to both scholars and practitioners.

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Section: Rule Qualitymentioning

confidence: 86%

The ontology, origin, and impact of divisive public sector rules: A meta‐narrative review of the red tape and administrative burden literatures

Campbell

Pandey

Arnesen

2022

Public Administration Review

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“…Diverging from the traditional bureaucratic control perspective (or the political economy approach of bureaucracy, Meier et al, 2006; Ahn & Resh, 2022), this study draws from the organizational behavior literature and considers perceived reputation as mental associations linked to organizational mission. While the institutional approach treats reputation as a property (resource) of an agency, a micro-level approach enables us to expand reputation to a psychological process that varies among individuals (Ahn & Campbell, 2022; Dutton et al, 1994; Pandey, 2021). By theorizing that perceived reputation is a function of one’s mission match, the current research highlights the importance of reputation as a psychological incentive that motivates and attracts competent public employees.…”

Section: Discussionmentioning

confidence: 99%

Mission Match and Organizational Satisfaction: Testing the Mediating Role of Perceived Reputation

Ahn

2022

Public Personnel Management

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Motivational research has become one of the major topics in public administration. However, public administration researchers have focused disproportionately on public service motivation in accounting for behaviors/attitudes in the public sphere. Somewhat neglected are the different, but no less important, motivations that impact the everyday operations of government employees. To narrow the gap, this study examines the effect of motivations based on organizational mission (mission match) and perceived organizational reputation. Using a large- N sample of U.S. federal employees, results show that mission-matched employees are more likely to be satisfied with their organization. This relationship is mediated through perceived organizational reputation. This study discuss the contributions of introducing organizational reputation as a contextual factor that intervenes in bureaucratic motivation and raise questions for further inquiry.

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“…Organizational factors, such as work-related rules, organization management tools, norms, organizational culture, bureaucratic red tape, and hierarchical levels, also may be non-negligible antecedents that affect PSM in an organization (Ahn & Campbell, 2022; Pandey & Stazyk, 2008). Studies have shown that organizational practices such as job characteristics do not change individuals’ values, but when the importance of extrinsic rewards from the organization increased, the importance of altruistic values decreased (Huang & Liu, 2023; Mortimer & Lorence, 1979).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Crowding-Out or Crowding-In? The Impact of Performance Rating on Public Service Motivation: Evidence From a Chinese Local Government

Wang,

Niu

2024

Administration & Society

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Despite extensive research on Public Service Motivation (PSM), reconciling the debate over whether PSM is a state or a trait remains a challenge among public administration scholars. Studies exploring the antecedents of PSM that engage in this debate often overlook the importance of organizational factors in influencing PSM. Framed within the literature on the behavioral aspects of performance information processing and adopting a propensity-score-matching model with data from a Chinese local government, we examine whether and how performance ratings influence public service motivation of public servants. The results show that performance ratings have a crowding-out effect, underscoring how the ways in which signals of performance feedback are conveyed to public servants can shape PSM. Our findings contribute to understanding the antecedents that preserve and promote public service motivation. We call for future research that focuses on public-value-based performance appraisal systems in centralized regimes.

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Red Tape, Rule Legitimacy, and Public Service Motivation: Experimental Evidence From Korean Citizens

Cited by 15 publications

References 95 publications

The ontology, origin, and impact of divisive public sector rules: A meta‐narrative review of the red tape and administrative burden literatures

The ontology, origin, and impact of divisive public sector rules: A meta‐narrative review of the red tape and administrative burden literatures

Mission Match and Organizational Satisfaction: Testing the Mediating Role of Perceived Reputation

Crowding-Out or Crowding-In? The Impact of Performance Rating on Public Service Motivation: Evidence From a Chinese Local Government

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