Perceived Red Tape and Precursors of Turnover: the Roles of Work Engagement and Career Adaptability

Abstract

Drawing on job demands-resources theory, we propose that perceived red tape, as a hindrance job demand, triggers attitudinal and behavioral precursors of turnover in employees (turnover intentions and job search behaviors) by reducing their work engagement. In addition, we hypothesize that career adaptability, as a personal resource, buffers the detrimental effects of perceived red tape. In Study 1, three-wave data collected from employees (N = 202) working in Tanzanian public sector organizations supports the finding that work engagement mediates the effect of red tape on turnover intentions. Study 2 confirms this mediation, using data (N = 405) collected at three time points from a Chinese private organization, further verifying the mediating role of work engagement in the effect of red tape on job search behaviors. Supporting the moderating role of career adaptability, Study 2 also found that career adaptability attenuated the influence of red tape on work engagement and, subsequently, on turnover intentions and job search behaviors. Our article theoretically and empirically contributes to the understanding of how and when perceived red tape in organizations leads employees to consider leaving and prepare to leave.