Complexity, errors, and administrative burdens

Public Management Review, vol. 26, pp. 2847–2867

Abstract

Errors in administrative processes cost clientele and organizations, yet are understudied. Beyond efficiency losses, errors impose administrative burdens on clientele. Automation is a common tool for reducing errors. Little is known, however, about the factors that may augment automation’s effectiveness. We theorize that administrative errors are a function of program complexity. We expect automation to improve accuracy in less complex programs but worsen with increased complexity. With U.S. Unemployment Insurance program audit data, we use longitudinal Poisson analysis to test our expectations. Complexity is associated with greater incidences of administrative errors. As expected, automation’s effects vary with level of complexity.

Authors 4

1. Matthew Young corresponding Aachen Institute of Public Administration Faculty of Governance and Global Affairs

   Leiden University

   Affiliation as printed

   Institute of Public Administration, Faculty of Governance and Global Affairs, Leiden University, Den Haag, Netherlands

2. Mallory E. Compton

   Texas A&M University

   Affiliation as printed

   Public Service and Administration Department, The Bush School of Government and Public Service, Texas A&M University, College Station, TX, USA

3. Justin B. Bullock
   Affiliation as printed

   Evans School of Public Policy and Governance, Seattle, WA, USA

4. Robert Greer

   Texas A&M University

   Affiliation as printed

   Public Service and Administration Department, The Bush School of Government and Public Service, Texas A&M University, College Station, TX, USA