Perceptions of Red Tape by Police Personnel in Different Echelon in Royal Malaysia Police

Red tape is one of the importance fundamental studies of organizations. It has received scant attention from organizational scholars. In particular, this study focuses on managers’ perceptions of red tape between different echelons in organization. Red tape consists of the general administrative re...

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Main Author:	Mohd Syukry, Mohd Ali
Format:	Thesis
Language:	eng eng
Published:	2009
Subjects:	JF Political institutions (General)
Online Access:	https://etd.uum.edu.my/1709/1/MOHD_SYUKRY_BIN_MOHD_ALI.pdf https://etd.uum.edu.my/1709/2/1.MOHD_SYUKRY_BIN_MOHD_ALI.pdf
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id	my-uum-etd.1709
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
topic	JF Political institutions (General)
spellingShingle	JF Political institutions (General) Mohd Syukry, Mohd Ali Perceptions of Red Tape by Police Personnel in Different Echelon in Royal Malaysia Police
description	Red tape is one of the importance fundamental studies of organizations. It has received scant attention from organizational scholars. In particular, this study focuses on managers’ perceptions of red tape between different echelons in organization. Red tape consists of the general administrative red tape and personnel red tape. One model which consist of three main elements for explaining perceptions of red tape are proposed in this study. The job factor model focuses on the factors which influence the performance of the job given which closely related to three hypotheses which are goal ambiguity, insecurity and expectancy.The hypotheses included a goal ambiguity hypothesis that claims that ambiguous goals in the public sector cause managers to create red tape, an insecurity hypothesis that argues that public managers initiate red tape because they feel risk-averse and insecure about their authority and an expectancy hypothesis that depicts red tape as the result of weak linkages between performance and extrinsic rewards such as pay and promotion in the public sector. The data for this study were collected through handing out the questionnaire designated target respondents.The findings indicate that the model is supported. There is a positive moderate relationship between goal ambiguity, insecurity, expectancy over red tape. Middle level rank police personnel perceived higher red tape as compared to lower level rank police personnel. Finally, police personnel in Royal Malaysia Police perceived higher level personnel red tape rather than general administrative red tape.
format	Thesis
qualification_name	masters
qualification_level	Master's degree
author	Mohd Syukry, Mohd Ali
author_facet	Mohd Syukry, Mohd Ali
author_sort	Mohd Syukry, Mohd Ali
title	Perceptions of Red Tape by Police Personnel in Different Echelon in Royal Malaysia Police
title_short	Perceptions of Red Tape by Police Personnel in Different Echelon in Royal Malaysia Police
title_full	Perceptions of Red Tape by Police Personnel in Different Echelon in Royal Malaysia Police
title_fullStr	Perceptions of Red Tape by Police Personnel in Different Echelon in Royal Malaysia Police
title_full_unstemmed	Perceptions of Red Tape by Police Personnel in Different Echelon in Royal Malaysia Police
title_sort	perceptions of red tape by police personnel in different echelon in royal malaysia police
granting_institution	Universiti Utara Malaysia
granting_department	College of Business (COB)
publishDate	2009
url	https://etd.uum.edu.my/1709/1/MOHD_SYUKRY_BIN_MOHD_ALI.pdf https://etd.uum.edu.my/1709/2/1.MOHD_SYUKRY_BIN_MOHD_ALI.pdf
_version_	1747827193288851456
spelling	my-uum-etd.17092013-07-24T12:12:53Z Perceptions of Red Tape by Police Personnel in Different Echelon in Royal Malaysia Police 2009 Mohd Syukry, Mohd Ali College of Business (COB) College of Business JF Political institutions (General) Red tape is one of the importance fundamental studies of organizations. It has received scant attention from organizational scholars. In particular, this study focuses on managers’ perceptions of red tape between different echelons in organization. Red tape consists of the general administrative red tape and personnel red tape. One model which consist of three main elements for explaining perceptions of red tape are proposed in this study. The job factor model focuses on the factors which influence the performance of the job given which closely related to three hypotheses which are goal ambiguity, insecurity and expectancy.The hypotheses included a goal ambiguity hypothesis that claims that ambiguous goals in the public sector cause managers to create red tape, an insecurity hypothesis that argues that public managers initiate red tape because they feel risk-averse and insecure about their authority and an expectancy hypothesis that depicts red tape as the result of weak linkages between performance and extrinsic rewards such as pay and promotion in the public sector. The data for this study were collected through handing out the questionnaire designated target respondents.The findings indicate that the model is supported. There is a positive moderate relationship between goal ambiguity, insecurity, expectancy over red tape. Middle level rank police personnel perceived higher red tape as compared to lower level rank police personnel. Finally, police personnel in Royal Malaysia Police perceived higher level personnel red tape rather than general administrative red tape. 2009 Thesis https://etd.uum.edu.my/1709/ https://etd.uum.edu.my/1709/1/MOHD_SYUKRY_BIN_MOHD_ALI.pdf application/pdf eng validuser https://etd.uum.edu.my/1709/2/1.MOHD_SYUKRY_BIN_MOHD_ALI.pdf application/pdf eng public masters masters Universiti Utara Malaysia Aiken, M., and Hage, J. (1966). Organizational alienation: A comparative analysis. American Sociological Review, 31(4), 497-507.Allison, G.T. (1983). Public and Private Management: Are they fundamentally alike in all unimportant respects, In Public Management, (Eds) J.L. Perry and K.L. Kraemer, Mountain View, CA: 1983.Baldwin, J.N. (1990). Perception of Public and Private Sector Personnel and informal red tape: Their impact on motivation. 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The impact of administrative red tape on public organizations’ interset in new information technologies,Center for Technology and Information Policy, Working Paper Series, 92-105.Pandey, S.K. (1995). Managerial Perceptions of Red Tape. A Bell & Howell Information Company, United State of America. Perry, J.L and Rainey, H.G. (1988). The public-private distinction in organizational theory: A critics and research strategy, Acedemy of Management Review, (13),2, 182-143.Pfiffner, J.P. (1999). The public Service Ethnic in the New Public Personnel Systems. Public Personel Management. ProQuest Education Journals,28(4), 541-555. Police Act, 1965.Rainey, H.G., Pandey, S.K., & Bozeman, B. (1995). Public and Private Managers’ perceptions of Red Tape. Public Administration Review.ProQuest Education Journals, 55(6), 567-573.Sekaran, U. (2003). Research Methods For Business, A Skill Building Approach, 4th ed., John Wiley & Sons, Inc., United State of America. Shaw, C.K.Y. (1992). Hegel’s Theory of Modern Bureaucracy. The American Political Science Review. ProQuest Education Journals, 86(2), 381-389.ix Walker,R.M, & Brewer, G.A. (2008). An Organizational Echolen Analysis of the Determinants of Red Tape in Public Organizations. Public Administration Review. ProQuest Education Journals, 68(6), 1112-1127.

Perceptions of Red Tape by Police Personnel in Different Echelon in Royal Malaysia Police

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