Coping With, Or Recovering From COVID-19 Related Red Tape? Comparing Public Servants’ Strategies to Deal With the Health-Impairment and Demotivational Processes From Red Tape Through Well-Being on Performance

Abstract

Due to the COVID-19 pandemic, new rules forced public servants to work remotely or under strict guidelines at the office. These rules were often perceived as red tape, creating a compliance burden and limiting flexibility. While red tape is commonly seen as a job demand associated with reduced well-being and performance among public servants, the effects of COVID-19-related red tape remain unexplored. This research investigates how perceived COVID-19-related red tape is associated with public servants’ well-being and self-perceived performance and examines the moderating roles of coping strategies (supervisor support) and recovery strategies (work detachment, relaxation, mastery, and control). Data from 3,332 Dutch public servants reveal two key findings. First, COVID-19-related red tape, shaped by rapidly changing work conditions, can foster adaptation and inspire extra effort despite its challenges. Second, recovery strategies are more effective than coping strategies in mitigating the negative associations of perceived COVID-19-related red tape with employee well-being.