The influence of red tape on bureaucratic behavior: An experimental simulation

Scott, Patrick G.; Pandey, Sanjay

doi:10.1002/1520-6688(200023)19:4<615::aid-pam6>3.3.co;2-l

Cited by 15 publications

(28 citation statements)

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“…A recent review (Brewer & Brewer, 2011) found only a handful of true experimental studies published in journals that directly assessed the field of public administration between 1997 and 2011 (Knott, Miller, & Verkuilen, 2003;Landsbergen, Coursey, Loveless, & Shangraw Jr, 1997;Nutt, 2006;Scott, 1997;Scott & Pandey, 2000). A recent review (Brewer & Brewer, 2011) found only a handful of true experimental studies published in journals that directly assessed the field of public administration between 1997 and 2011 (Knott, Miller, & Verkuilen, 2003;Landsbergen, Coursey, Loveless, & Shangraw Jr, 1997;Nutt, 2006;Scott, 1997;Scott & Pandey, 2000).…”

Section: Theoretical Contributionsmentioning

confidence: 99%

Monetary Incentives, Motivation, and Job Effort in the Public Sector

Bellé

Cantarelli

2014

Review of Public Personnel Administration

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What effects do financial incentives have on the effort made by public managers? How do different types of work motivation (i.e., intrinsic, extrinsic, and public service motivation) moderate this effect? We addressed these questions using experimental data from a sample of executives working for the Italian central government and found that monetary rewards had no significant effect on the intended effort of the study participants. Furthermore, the relationship between financial incentives and intended effort, which was insignificant overall, was negatively moderated by the intrinsic motivation of the participants, positively moderated by extrinsic motivation, and unaffected by public service motivation.

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Section: Theoretical Contributionsmentioning

confidence: 99%

Monetary Incentives, Motivation, and Job Effort in the Public Sector

Bellé

Cantarelli

2014

Review of Public Personnel Administration

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“…Red tape is the inevitable price we pay to ensure fairness and equity in the treatment of citizens. To be sure, red tape should be minimized where possible, but we must be careful about what we cut and how much we cut" (as cited in Scott and Pandey, 2000).…”

Section: Discussionmentioning

confidence: 99%

“…Employee's work motivation or propensity to provide assistance to clients is affected by the level of red tape he perceives to exist in the organization. Increased levels of red tape lead to lower level of help provided to clients and lower level of red tape means more benefits to the clients (Scott and Pandey, 2000).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The factors affecting perception of red tape comprise of size of the organization, rules observation at the organizational level and publicness of the organization at the environmental level (Pandey, 1995). Work climate and specific tasks to be accomplished by the worker also help in shaping the perceptions of red tape (Scott and Pandey, 2000). Red tape can induce feelings of job disaffection, insecurity, pessimism and mistrust in the employees (Rainey et al, 1995;DeHart-Davis and Pandey, 2005;Brewer and Walker, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Hence, there is a need to address these issues prevailing in the administrative system not only for better bureaucratic efficiency but also for well-motivated employees. As employees' perceptions of organizational rules and procedures have real and direct consequences on individual performance (DeHart-Davis and Scott and Pandey, 2000), it is important to investigate the effect of red tape on employee work satisfaction that actually shapes the quality of services.…”

Section: Introductionmentioning

confidence: 99%

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Do public service motivation, red tape and resigned work satisfaction triangulate together?

Yousaf

Zafar

Ellahi

2014

International Journal of Productivity and Performance Management

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Access to this document was granted through an Emerald subscription provided by emerald-srm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the impact of public service motivation (PSM) on red tape and resigned satisfaction in Pakistani public administration. Design/methodology/approach -Employees working in federal organizations were the target population of this study. As part of field survey, 350 questionnaires were distributed to collect data from respondents. Findings -The research findings indicate that red tape is a strong predictor of resigned satisfaction and is positively related to it. Among the dimensions of public-service motivation "attraction to policy making" and "commitment to civic duty" dimensions were found to have no relation with red tape and resigned satisfaction. Whereas, "compassion" and "self-sacrifice" dimensions of PSM had a positive moderating effect on the relationship between red tape and resigned satisfaction. It was concluded that under perception of red tape, PSM can have possible negative effect on work satisfaction. Research limitations/implications -By highlighting the effect of red tape on satisfaction it can help public sector organizations in trying to crowd out the negative factors of employees' work through minimizing the rules and regulations which are worth nothing except for extra work and stress for employees. The results can also be used to assess the differences in level of red tape perceived in developed and developing countries. Originality/value -This study provides a contribution to the literature, as it is study is among the first few studies in Pakistan. The main theoretical contribution of this study is that it raises an important question about the extent to which the theory and research developed in one country can contribute to the application of PSM in other counties especially developed vs developing countries.

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Low‐trust bureaucracy: Understanding the Mexican bureaucratic experience

Peeters

Jiménez

O’Connor

et al. 2018

Public Admin & Development

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Summary Latin American bureaucracies are notorious for their inefficiency and opacity, yet there is very little empirical research done on what exactly constitutes the “bureaucratic experience” for citizens and what the costs of bureaucratic dysfunction are. To improve our understanding of this topic, 5 cases of Mexican citizens' encounters with public bureaucracies are used to develop the notion of “low‐trust bureaucracy”: public organisations in which access to services is unreliable and the levels of control towards both citizens and bureaucrats are excessive. This bottom‐up analysis of administrative practices contributes to our understanding of the ineffectiveness of government programmes and services, but also of how bureaucracies in developing countries amplify social inequality rather than function as a social equaliser. Furthermore, this article adds new insights to the existing understanding of administrative burdens as a result of either political tactics or mere benign neglect. The data presented here suggest that structural and intractable characteristics of the broader administrative context, such as authoritarian legacies, can produce behavioural patterns that shift bureaucratic attention away from a fair and efficient service provision.

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The influence of red tape on bureaucratic behavior: An experimental simulation

Cited by 15 publications

References 0 publications

Monetary Incentives, Motivation, and Job Effort in the Public Sector

Monetary Incentives, Motivation, and Job Effort in the Public Sector

Do public service motivation, red tape and resigned work satisfaction triangulate together?

Low‐trust bureaucracy: Understanding the Mexican bureaucratic experience

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