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Dysfunctional rules in organizations: The mediating role of organizational dehumanization in the relationship between red tape and employees’ outcomes

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  • Lagios, Constantin
  • Nguyen, Nathan
  • Stinglhamber, Florence
  • Caesens, Gaëtane

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.

Suggested Citation

  • Lagios, Constantin & Nguyen, Nathan & Stinglhamber, Florence & Caesens, Gaëtane, 2023. "Dysfunctional rules in organizations: The mediating role of organizational dehumanization in the relationship between red tape and employees’ outcomes," European Management Journal, Elsevier, vol. 41(5), pages 802-813.
    • Handle: RePEc:eee:eurman:v:41:y:2023:i:5:p:802-813
    DOI: 10.1016/j.emj.2022.06.002
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