Journal article
Red tape and psychological capital: a counterbalancing act for professionals in street-level bureaucracies
Journal of Professions and Organization, Vol.7(3), pp.334-350
11/12/2020
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Abstract
Assuming that red tape is inevitable in institutions, and drawing on positive organizational behavior, we compare the impact of individual psychological capital on the ability of street-level bureaucrats (SLBs) with different professional backgrounds to work within the confines of red tape. The two SLB professions investigated here are nurses and local government employees; and the work outcomes of interest to this study are well-being and engagement. The findings show that red tape has a different impact on each professional group but, encouragingly, they also indicate that psychological capital has a compensatory effect. Implications include nurses requiring more psychological resources than local government employees to counteract the negative impact of red tape. A practical implication for managers is that, if perception of red tape in organizations is set to increase or to stay constant, enhancing the psychological capital of professionals in SLB roles, through specific interventions, may be beneficial to professionals and organizations alike.
Details
- Title
- Red tape and psychological capital: a counterbalancing act for professionals in street-level bureaucracies
- Creators
- A Dudau - University of GlasgowG Kominis - University of GlasgowY Brunetto - Southern Cross University
- Publication Details
- Journal of Professions and Organization, Vol.7(3), pp.334-350
- Publisher
- Oxford University Press
- Identifiers
- 991013035742802368
- Copyright
- © The Author(s) 2020. Published by Oxford University Press. All rights reserved. For permissions, please e-mail: journals.permissions@oup.com
- Academic Unit
- School of Business and Tourism; Management; Faculty of Business, Law and Arts
- Language
- English
- Resource Type
- Journal article