Dysfunctional rules in organizations: The mediating role of organizational dehumanization in the relationship between red tape and employees’ outcomes
(2023) European Management Journal — Vol. 41, n° 5, p. 802-813 (2023)
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- Authors
Nguyen, Nathan 
- Abstract
- This research investigates the extent to which employees facing unnecessary, ineffective, and burdensome rules (i.e., red tape) feel dehumanized by their organization, and examines the consequences of such a relationship for both employees and organizations. First, a cross-sectional study (N = 374) shows that red tape is positively related to organizational dehumanization which, in turn, negatively influences employees’ well-being (decreased job satisfaction and increased psychosomatic strains) and attitudes (decreased affective commitment and increased turnover intentions). Going one step further, a second, experimental study manipulating red tape (N = 197) indicates that red tape has a positive causal effect on organizational dehumanization, hence decreasing job satisfaction and affective commitment, and increasing turnover intentions. Finally, a third, cross-sectional study (N = 479) replicates these findings and shows that these links do not differ across the public and private sectors. Directions for future research and practical implications are discussed.
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Citations
Lagios, C., Nguyen, N., Stinglhamber, F., & Caesens, G. (2023). Dysfunctional rules in organizations: The mediating role of organizational dehumanization in the relationship between red tape and employees’ outcomes. European Management Journal, 41(5), 802-813. https://doi.org/10.1016/j.emj.2022.06.002 (Original work published 2023)