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FROM RED TAPE TO WHICH PERFORMANCE RESULTS? EXPLORING THE RELATIONSHIP BETWEEN RED TAPE AND VARIOUS DIMENSIONS OF PERFORMANCE IN HEALTHCARE WORK UNITS
Author(s) -
VAN LOON NINA M.
Publication year - 2017
Publication title -
public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.313
H-Index - 93
eISSN - 1467-9299
pISSN - 0033-3298
DOI - 10.1111/padm.12294
Subject(s) - supervisor , argument (complex analysis) , compliance (psychology) , work (physics) , service (business) , focus (optics) , psychology , business , marketing , social psychology , management , economics , medicine , engineering , mechanical engineering , physics , optics
Decades of research on red tape have still to provide final answers as to whether red tape reduces performance. This may be due to not distinguishing the different dimensions that public service performance consists of. Shifting the focus to rules and their characteristics, this study analyses how the degree of compliance burden and lack of functionality of rules relates to overall and dimensional public performance. Building upon the argument that red tape reduces resources and motivation and by doing so influences performance, hypotheses are put forward regarding the relationship to performance. Using red tape reports from employees in 49 work units and performance rated by the supervisor, this study shows that performance is at its lowest when the rules have a high compliance burden and lack functionality. Moreover, the dimensional analyses show that compliance burden may be most detrimental for output, whereas lack of functionality reduces responsiveness and democratic outcomes.