So sánh phương pháp

	Administrative Burden Analysis	Red Tape Measurement
Lĩnh vực	Public Administration	Public Administration
Họ	Process / pipeline	Process / pipeline
Năm ra đời	2015	2000
Người khởi xướng	Donald Moynihan, Pamela Herd & Hope Harvey	Barry Bozeman
Loại	Cost-typology policy analysis	Survey-based organizational measurement
Công trình gốc	Moynihan, D., Herd, P., & Harvey, H. (2015). Administrative Burden: Learning, Psychological, and Compliance Costs in Citizen-State Interactions. Journal of Public Administration Research and Theory, 25(1), 43–69.	Bozeman, B. (2000). Bureaucracy and Red Tape. Upper Saddle River, NJ: Prentice Hall. ISBN: 9780137566501
Tên gọi khác	Administrative Burden Assessment, Learning Psychological and Compliance Cost Analysis, Citizen-State Burden Analysis	Red Tape Assessment, Bureaucratic Red Tape Measurement, Organizational Red Tape Analysis
Liên quan	4	4
Tóm tắt	Administrative burden analysis examines the costs that individuals experience when they interact with the state to claim benefits, comply with obligations or access public services. Articulated by Donald Moynihan, Pamela Herd and Hope Harvey in their influential 2015 article, the framework decomposes these costs into three types: learning costs of finding out about and understanding a program, psychological costs of stress and stigma, and compliance costs of the time, paperwork and effort required to participate. The central claim is that burdens are consequential — they suppress program take-up and access — and that they are often the product of political choices rather than mere administrative accident. The analysis makes these hidden costs visible and traces who bears them.	Red tape measurement is the systematic assessment of burdensome organisational rules and procedures that impose compliance costs without advancing the legitimate purposes the rules were meant to serve. The approach was given rigorous theoretical foundations by Barry Bozeman, whose 2000 book Bureaucracy and Red Tape defined red tape precisely so that it could be studied rather than merely complained about. Crucially, the framework distinguishes pathological red tape from legitimate, functional rules, and separates the objective existence of rules from managers' and employees' perceptions of them. Its goal is to measure how much red tape an organisation carries, where it comes from, and what it costs in performance and morale.