Red Tape and Public Employees: Does Perceived Rule Dysfunction Alienate Managers?

By Leisha DeHart‐Davis, Sanjay K. Pandey. 2005

316 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/3b84d0e69f8051cfe7730c0e050cf9a9899a410d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Jeannette Taylor
2. Bangcheng Liu
3. J. Perry

In Organizational Behavior and Human Resource Management

1. J. Perry
2. Bangcheng Liu
3. Jeannette Taylor
4. C. Lako
5. A. A. Khan
6. R. Borst
7. Samina Quratulain
8. Peter Kruyen

In Sociology and Political Science

1. Bangcheng Liu
2. Jeannette Taylor
3. C. Lako
4. A. A. Khan
5. R. Borst
6. Samina Quratulain
7. Peter Kruyen
8. J. Perry

Citations in the corpus

• Organizational Influences, Public Service Motivation and Work Outcomes: An Australian Study (2008, background): “Research on the predictors of PSM have in turn largely considered employee characteristics, namely demographic factors such as age cohort, and sociohistorical factors such as education (Alonso and Lewis 2001; DeHart-Davis and Pandey 2005; Perry 1997).”
• Red Tape, Resigned Satisfaction, Public Service Motivation, and Negative Employee Attitudes and Behaviors (2015, background): “Empirical studies have demonstrated that red tape might lead to feelings of pessimism, insecurity, personal alienation, and mistrust (Brewer & Walker, 2010; Davis, 2012; DeHart-Davis & Pandey, 2005).”
• The Psychological Mechanisms of Public Service Motivation (2016, background): “…of red tape in public organization may reduce individual PSM (Moynihan & Pandey, 2007), OI, JS, and CCB because red tape in organizations may exacerbate great personal alienation, higher insecurity, pessimism, and mistrust (Bozeman & Kingsley, 1998; Buchanan, 1975; DeHart-Davis & Pandey, 2005).”
• Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective (2017, background): “One of the most studied job demands within the public sector is the perceived unmanageable paperwork by public servants, also known as red tape (Bozeman & Feeney, 2011; Brewer & Walker, 2010; DeHart-Davis & Pandey, 2005; Walker & Brewer, 2008).”
• Red Tape, Organizational Performance, and Employee Outcomes: Meta‐analysis, Meta‐regression, and Research Agenda (2020, unknown): “Underlying this literature is the assumption that red tape chips away at employee autonomy and leads to feelings of powerlessness (DeHart-Davis and Pandey 2005; Quratulain and Khan 2015).”