Developing an Interpretive Structural Model of Factors Affecting Human Resource Participation Avoidance in Governmental Organizations

Abstract

The purpose of this study was to develop an interpretive structural model of the factors influencing human resource participation avoidance in governmental organizations. This research is conducted using a mixed exploratory (qualitative–quantitative sequential) approach. In the qualitative phase, through semi-structured exploratory interviews with experts and thematic analysis of the extracted data, the influential dimensions and components were identified. In the quantitative phase, based on the identified dimensions and components, a researcher-made questionnaire was developed, and data were analyzed using the interpretive structural modeling (ISM) method to determine the hierarchical levels of comprehensive themes related to human resource participation avoidance in governmental organizations. The participants in the qualitative phase included faculty members specializing in management and experienced human resource managers working in governmental organizations. A non-probability purposive sampling method was applied, and sample selection continued until theoretical saturation was achieved. The statistical population in the quantitative phase consisted of university faculty members in management with at least an assistant professorship rank, as well as executive experts, including senior and middle managers in the human resource departments of governmental organizations in the country, each with a minimum of five years of professional experience. In this phase, purposive non-probability sampling was also used. Data analysis in the qualitative phase employed thematic analysis, while data analysis and hypothesis testing in the quantitative phase were conducted using interpretive structural modeling (ISM). The findings demonstrated that the dimension “lack of attention to the requirements of guidance and leadership” was positioned at the highest level (Level 1) of the hierarchical model. “Lack of organizational attention to the requirements for optimal utilization of human resources” and “lack of organizational attention to the requirements of creating a culture of criticism acceptance and empathy” were placed at Level 2, “lack of organizational attention to support and backing” at Level 3, and “lack of organizational attention to cooperation and interactions” as well as “lack of attention to employees’ psychological requirements” at Level 4, representing the lowest level of the model. Additionally, the analysis of driving power and dependence indicated that “lack of attention to the requirements of guidance and leadership,” “lack of organizational attention to the requirements for optimal utilization of human resources,” and “lack of organizational attention to the requirements of creating a culture of criticism acceptance and empathy” exhibited high driving power and low dependence, identifying them as key factors.