How leader’s red tape interacts with employees’ red tape from the lens of the job demands-resources model
- Author
- Jolien Muylaert (UGent) , Adelien Decramer (UGent) and Mieke Audenaert (UGent)
- Organization
- Project
- Abstract
- Currently, the public sector is undergoing a major digital transformation. Although this digitization is seen as a positive transformation, digital tools can also put additional job demands on employees, resulting in negative HR outcomes. An example of a job demand resulting from such digital tools is red tape. By building on the job demands-resources model, we developed a theoretical model investigating the relationship between red tape originating from digital tools and turnover intention. Our data analysis ( N = 779 teachers; 91 school leaders) provides evidence for a positive indirect relationship between red tape originating from digital tools and turnover intention, through emotional exhaustion. Additionally, our results also suggest that the amount of red tape perceived by an employee’s leader will exacerbate the strength of this indirect relationship, hereby providing evidence that a factor at leader-level can exacerbate effects on a lower level.
- Keywords
- emotional exhaustion, job demands-resources model, red tape, teachers, turnover intention, STRUCTURAL EQUATION MODELS, TRANSFORMATIONAL LEADERSHIP, PERFORMANCE MANAGEMENT, EMOTIONAL EXHAUSTION, LATENT INTERACTIONS, WORK ENGAGEMENT, PUBLIC-SECTOR, METHOD BIAS, SATISFACTION, BURNOUT
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Citation
Please use this url to cite or link to this publication: http://hdl.handle.net/1854/LU-8750823
- MLA
- Muylaert, Jolien, et al. “How Leader’s Red Tape Interacts with Employees’ Red Tape from the Lens of the Job Demands-Resources Model.” REVIEW OF PUBLIC PERSONNEL ADMINISTRATION, vol. 43, no. 3, 2023, pp. 430–55, doi:10.1177/0734371x221087420.
- APA
- Muylaert, J., Decramer, A., & Audenaert, M. (2023). How leader’s red tape interacts with employees’ red tape from the lens of the job demands-resources model. REVIEW OF PUBLIC PERSONNEL ADMINISTRATION, 43(3), 430–455. https://doi.org/10.1177/0734371x221087420
- Chicago author-date
- Muylaert, Jolien, Adelien Decramer, and Mieke Audenaert. 2023. “How Leader’s Red Tape Interacts with Employees’ Red Tape from the Lens of the Job Demands-Resources Model.” REVIEW OF PUBLIC PERSONNEL ADMINISTRATION 43 (3): 430–55. https://doi.org/10.1177/0734371x221087420.
- Chicago author-date (all authors)
- Muylaert, Jolien, Adelien Decramer, and Mieke Audenaert. 2023. “How Leader’s Red Tape Interacts with Employees’ Red Tape from the Lens of the Job Demands-Resources Model.” REVIEW OF PUBLIC PERSONNEL ADMINISTRATION 43 (3): 430–455. doi:10.1177/0734371x221087420.
- Vancouver
- 1.Muylaert J, Decramer A, Audenaert M. How leader’s red tape interacts with employees’ red tape from the lens of the job demands-resources model. REVIEW OF PUBLIC PERSONNEL ADMINISTRATION. 2023;43(3):430–55.
- IEEE
- [1]J. Muylaert, A. Decramer, and M. Audenaert, “How leader’s red tape interacts with employees’ red tape from the lens of the job demands-resources model,” REVIEW OF PUBLIC PERSONNEL ADMINISTRATION, vol. 43, no. 3, pp. 430–455, 2023.
@article{8750823,
abstract = {{Currently, the public sector is undergoing a major digital transformation. Although this digitization is seen as a positive transformation, digital tools can also put additional job demands on employees, resulting in negative HR outcomes. An example of a job demand resulting from such digital tools is red tape. By building on the job demands-resources model, we developed a theoretical model investigating the relationship between red tape originating from digital tools and turnover intention. Our data analysis ( N = 779 teachers; 91 school leaders) provides evidence for a positive indirect relationship between red tape originating from digital tools and turnover intention, through emotional exhaustion. Additionally, our results also suggest that the amount of red tape perceived by an employee’s leader will exacerbate the strength of this indirect relationship, hereby providing evidence that a factor at leader-level can exacerbate effects on a lower level.}},
author = {{Muylaert, Jolien and Decramer, Adelien and Audenaert, Mieke}},
issn = {{0734-371X}},
journal = {{REVIEW OF PUBLIC PERSONNEL ADMINISTRATION}},
keywords = {{emotional exhaustion,job demands-resources model,red tape,teachers,turnover intention,STRUCTURAL EQUATION MODELS,TRANSFORMATIONAL LEADERSHIP,PERFORMANCE MANAGEMENT,EMOTIONAL EXHAUSTION,LATENT INTERACTIONS,WORK ENGAGEMENT,PUBLIC-SECTOR,METHOD BIAS,SATISFACTION,BURNOUT}},
language = {{eng}},
number = {{3}},
pages = {{430--455}},
title = {{How leader’s red tape interacts with employees’ red tape from the lens of the job demands-resources model}},
url = {{http://doi.org/10.1177/0734371x221087420}},
volume = {{43}},
year = {{2023}},
}
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