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The underlying reasoning of much red tape research is that the level of rule burden, in terms of resources expended at implementing and complying with specific rules, is the main driver of red tape perceptions. In this study we challenge this claim and argue that stakeholder red tape perceptions are also affected by the favourability of the outcome. More specifically, if a certain rule or procedure has a positive outcome for a certain stakeholder, then this stakeholder will perceive lower levels of red tape, irrespective of rule burden. Using a survey experiment (n=81), we show how variations in red tape perceptions are affected in equal measure by rule burden and outcome. We conclude with a discussion of the implications of our findings for red tape scholars, in particular the need to further understand the relationships between red tape perceptions and rule procedures and outcomes. Adapted from the source document.

AbstractLittle research has sought to identify the distinct advantages that nonprofits offer employees, particularly managers. Drawing upon Weisbrod's theory of managerial sorting (1988), we test a series of hypotheses about the differences among nonprofit, public, and for‐profit organizations that may explain the preference of managers to work in one sector over the other. We use pooled cross‐sectional data from the General Social Survey to test managerial sorting. We find many similarities in the perceptions of managers in the nonprofit and public sectors as compared to the for‐profit sector. However, when we examine the sorting of managers into nonprofit versus public sector jobs, we find differences in work environment. Compared to those working in the public sector, managers in nonprofits report greater freedom in deciding how to carry out their job functions, more control over their work schedules, and greater opportunities for pay increases. We conclude with a discussion of the implications of these findings for the practice of nonprofit management.

There is a great deal of research investigating public servants' perceptions of organizational problems (e.g., red tape, bureaucratic control); however, there is little research investigating public servants who have highly positive perceptions of their organizations. This article assesses perceptions of state employees to investigate individual- and organizational-level correlates with highly positive government workers, which we define as workers reporting high levels of pride in the organization for which they work, and who believe that the organization provides high-quality public services and operates by highly ethical standards. Using data from the National Administrative Studies Project III, we draw from formal theories of worker attitude formation and change to frame our assessment of these ideal-type public managers in terms of contemporaneous perceptions of work and work environment, structural job characteristics, and career trajectory. We conclude with a discussion of the implications for public management and policy. Adapted from the source document.

In the United States, housing policies focused on assisting low-income families toward homeownership have resulted in the creation of publicly subsidized affordable mortgage programs. Private lenders and their employees (loan originators) are often the key point of contact to connect low-income borrowers to public programs. But why would loan originators offer borrowers public loan programs, particularly when such programs provide no additional (and sometimes reduced) direct financial compensation to the private lenders and potentially increased workloads? One possible rationale, and the one investigated here, is that loan originators may be diversely motivated toward the advancement of the public interest. Situating the analysis within the theoretical insights of public service motivation in the public sector and corporate social responsibility in the private sector, we propose and test a "Model of Public Service in the Private Sector." We draw from surveys of private lenders to test hypotheses about how private lenders' associations, perceptions, and values are related to voluntary participation in a government program. Our analysis highlights the importance of public associations, perceptions of government, and public values in explaining the behavior of private sector employees. Our findings contribute to the literature on public service and public values and our understanding of how private organizations access government programs to advance the public good. Adapted from the source document.