Effectively identifying and managing civil servants' responsibility avoidance behavior is of great significance to the development of the civil service team as well as to the capacity and modernization of the national governance system. This study, grounded in a cognitive appraisal of stress and based on data from 427 valid questionnaires completed by civil servants, analyzes the impact of red tape on civil servants' responsibility avoidance behavior.

Our research findings indicate that red tape is a critical factor influencing civil servants' responsibility avoidance behavior. Red tape exerts a direct negative impact on both responsibility avoidance behavior and challenge appraisal, while exerting a positive impact on hindrance appraisal. Challenge appraisal negatively affects responsibility avoidance behavior, whereas hindrance appraisal positively influences such behavior. Both appraisal types mediate the effects of red tape on responsibility avoidance behavior. Public service motivation (PSM), as a significant moderating variable, negatively moderates the impact of red tape on responsibility avoidance behavior and similarly weakens the effects of hindrance appraisal on such behavior.

Notably, we hypothesized that red tape would exhibit a double-edged sword effect by simultaneously increasing hindrance appraisal (a negative pathway) and enhancing challenge appraisal (a positive pathway). However, this hypothesis was not supported. Contrary to the original assumption that red tape would positively influence challenge appraisal, the data demonstrate a significant negative impact of red tape on challenge appraisal. We posit that the tensions between accountability and responsibility avoidance may heighten civil servants' expectations of being held accountable. This dynamic might explain why red tape undermines challenge appraisal. Additionally, the moderating role of PSM on the relationship between challenge appraisal and responsibility avoidance behavior was not supported. This may occur because PSM levels do not significantly influence civil servants' self-attribution processes and do not activate their personal motivations; individuals might alleviate stress through personal efforts to avoid blame avoidance behavior.

On this basis, the study elucidates the mechanisms through which red tape influences civil servants' responsibility avoidance behavior, enriching research on bureaucratic red tape and responsibility avoidance dynamics while providing direct and detailed empirical evidence for the theoretical construction of responsibility avoidance behavior. Furthermore, this research offers a theoretical basis for practical efforts to reduce red tape and to address responsibility avoidance practices among civil servants. These insights provide practical implications for enhancing and advancing the capability and modernization of national governance systems.