Presenting a Model of Pseudo Participation in the Decision-Making of Managers in Iranian Public Organizations
Keywords:
Decision-making participation, pseudo participation, managerial decision-makingAbstract
Pseudo participation in decision-making is a phenomenon that clearly indicates dissatisfactions, inefficiencies, and conflicts within organizations. This reality becomes especially significant in public organizations, which bear substantial responsibility in the provision of public services. This study addresses the conceptual model of pseudo participation in the decision-making of managers in Iranian public organizations. This study employs a qualitative research method based on grounded theory. Data were collected through semi-structured interviews, and the information was analyzed using Strauss and Corbin's approach and the paradigmatic model. The statistical population of this research consists of experts and specialists in the fields of human resource management and organizational behavior, who are capable of providing valuable information to the researcher. Sampling was conducted using theoretical methods and utilizing purposive (judgmental) and snowball (chain) techniques, resulting in 11 interviews with experts from public organizations. The results of data analysis obtained from the interviews through the processes of open, axial, and selective coding, and using Maxqda 2018 software, led to the creation of a model of pseudo participation in the decision-making of managers based on grounded theory. The model comprises six dimensions and a determination process, extracting 110 open codes, 48 concepts, and 27 categories. These include individual factors, negative attitudes towards participation, organizational discord, weaknesses in evaluation systems, prevailing conditions in the internal environment of the organization, external factors affecting the organization, cognitive perceptual errors, social-psychological welfare, organizational changes, organizational indifference, organizational authoritarianism, and others. The consequences consist of nine subcategories, including organizational decline, organizational cynicism, social abrasion, organizational authoritarianism, disorder, inability in genuine participation, reduced productivity, decision-making errors, and decreased organizational creativity and innovation. Pseudo participation results in executive decisions within public organizations being influenced by specific interests, rather than being based on the genuine opinions and participation of individuals and stakeholder groups. This phenomenon not only reduces the effectiveness of decisions and their implementation but also causes dissatisfaction and disappointment among organizational members and the community.
References
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