Exploring the relationship of administrative burden with doctors’ motivation and patients’ experience of care
Evidence from primary healthcare in Catalonia
Bibliographic Data
| ID | 6430714 |
|---|---|
| Authors | Francisco Ferraioli (0000-0001-8697-3775, Universitat Autonòma de Barcelona, corresponding author) |
| Year | 2025 |
| Volume | 91 |
| Issue | 2 |
| Pages | 167-183 |
| Publication date | 2025-01-09 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Review of Administrative Sciences (JOURNAL) |
| Journal identifiers | ISSN: 0020-8523 • E-ISSN: 1461-7226 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/00208523241302496 |
| OpenAlex | W4406216675 |
| Language | EN |
| Citations received | 5 |
| References cited | 48 |
Administrative burden (AB) focuses on citizens’ subjective experiences upon facing administrative tasks as potential public policy beneficiaries. This paper examines the AB experienced by professionals in public healthcare, in this case, by general practitioners (GPs). After distinguishing between red tape and AB, we test whether the onerous experience of following guidelines and procedures is associated with their intrinsic motivation (IM) and, indirectly, with patient experience (PE). We base our analysis on surveys of GPs and PE and satisfaction in Catalonia. Using structural equation modelling, the study confirms a negative association between AB and doctors’ IM and a significant but smaller direct and mediated relationship between AB and PE. Efforts to increase professionals’ performance through standardization may increase service quality. This study shows the importance of considering the negative AB relationship between medical professionals and their patients. Points for practitioners This study underscores that although health authorities aim to improve performance through standardization, this often increases the AB on employees with strong professional identities, demotivating them and worsening patient care experiences. Practitioners and managers should consider not only the primary objectives of rules and procedures but also how they shape individual experiences, given their impact on overall organizational performance
Business · Family medicine · Health care · Political science · Primary care · Public relations · Quality (philosophy · Service (business · Standardization · Structural equation modeling · Health Systems, Economic Evaluations, Quality of Life · Healthcare Quality and Management · Marketing · Medicine · Nursing · Patient Satisfaction in Healthcare · Psychology
What makes us tolerant of administrative burden? Race, representation, and identity
Administrative Burden
Illegitimate tasks as a source of work stress
Examining the Role of Patient Experience Surveys in Measuring Health Care Quality
Sources of Method Bias in Social Science Research and Recommendations on How to Control It
Street-Level bureaucracy in public administration
The Motivation at Work Scale
Administrative Burden
Self-Determination Theory in Work Organizations
Red Tape
The ontology, origin, and impact of divisive public sector rules
Bureaucratic sludge
Self‐determination theory and work motivation
Nudging Early Reduces Administrative Burden
The Effect of Administrative Burden on Bureaucratic Perception of Policies
Red Tape
Burdens, Sludge, Ordeals, Red tape, Oh My
Measuring red tape in a hospital setting
A cascade of exclusion
The weight of service delivery
US Physicians’ Work Motivation and Their Occupational Health
Intrinsic and Extrinsic Motivations
The "What" and "Why" of Goal Pursuits
Emotional Responses to Bureaucratic Red Tape
Robotic Bureaucracy
Just or Unjust? How Ideological Beliefs Shape Street‐Level Bureaucrats’ Perceptions of Administrative Burden
Reducing Compliance Demands in Government Benefit Programs Improves the Psychological Well-Being of Target Group Members
Principles and Practice of Structural Equation Modeling
Intrinsic motivation and extrinsic incentives jointly predict performance
| Unique citing works | 5 |
|---|---|
| Citations per year | 5 |
| Citation span | 2025 - 2026 (2) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 5 |