Designing an Counterproductivity Behavior Model Using Grounded Theory (Case Study of Monetary and Financial Organizations)

Saeed  Maadi; Farshad Faezy Razi; Hadi  Hamtian; Ehtsham  Rashidi

Authors

Saeed Maadi Department of Public Administration, Semnan Branch, Islamic Azad University, Semnan, Iran

Farshad Faezy Razi * Department of Public Administration, Semnan Branch, Islamic Azad University, Semnan, Iran farshadfaezy@gmail.com

Hadi Hamtian Department of Public Administration, Semnan Branch, Islamic Azad University, Semnan, Iran

Ehtsham Rashidi Department of Public Administration, Semnan Branch, Islamic Azad University, Semnan, Iran

Keywords:

Counterproductivity behaviors, financial organizations, monetary organizations, grounded theory

Abstract

Counterproductive work behavior is a form of deviant behavior that leads to financial losses. Counterproductivity behaviors have varying impacts on organizations and harm public trust in them. Considering the importance of the topic, this research, conducted within a qualitative framework using grounded theory, aimed to design a model for counterproductivity behaviors in monetary and financial organizations. The present research is qualitative, fundamental in terms of purpose, and exploratory in nature. It was conducted using the systematic approach of Strauss and Corbin (1998) in grounded theory. The statistical population of the study included experts from monetary and financial organizations. Through non-probability purposive sampling (snowball technique) and based on the principle of theoretical saturation, 24 participants were selected as the sample. Data collection was carried out through semi-structured interviews, and the data were analyzed based on the Strauss and Corbin approach in the grounded theory model. For data coding, the three stages of open coding, axial coding, and selective coding were performed using NVivo software. A total of 108 initial codes, 36 concepts, and 17 categories were identified as findings of this study. The results of the study identified the lack of approval of laws and regulations and the absence of external oversight as contextual factors; lack of job commitment, lack of job attachment, lack of employee career development, and lack of job specialization as intervening factors; neglect of the physical environment, lack of managerial excellence, and lack of human resource development as causal factors. The core phenomenon was found to revolve around employees and the organization. Furthermore, lack of governance, lack of transparency development, lack of accountability, and lack of performance monitoring and evaluation were identified as strategies. The consequences were determined to impact the organization, employees, and customers.

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