Volume 31, Issue 1 (3-2024)
RJMS 2024, 31(1): 1-12 |
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Research code: 01
Ethics code: IR.IAU.SARI.REC.1402.269
Clinical trials code: 01
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Afsharnasab S, Kamalirad E, Jamali G. Developing a Model of Sustainable Organizational Performance with an Emphasis on Unjustified Presence in the Conditions of Viral Crises. RJMS 2024; 31 (1) :1-12
URL: http://rjms.iums.ac.ir/article-1-8539-en.html
URL: http://rjms.iums.ac.ir/article-1-8539-en.html
Assistant Professor, Department of Public Adminstration, Kherad Institute of Higher Education, Bushehr, Iran , e.kamalirad@kherad.ac.ir
Abstract: (116 Views)
Background & Aims: The current era is full of crises, one of these crises is the spread of the COVID-19 virus, which has affected the performance of all organizations and many times has brought the existence of organizations to destruction, including government organizations. It has not been an exception to this rule and they have faced problems with the spread of the coronavirus, which of course, regardless of the negative aspects and consequences, has sometimes brought positive consequences. This research aims to provide a model for analyzing sustainable organizational performance with an emphasis on unjustified presence in viral crises in government organizations, with the participation of experts, professors, and experts of government organizations based on a data-based approach.
Methods: In the qualitative data analysis section of this research, the analysis of the data obtained from the literature review and semi-structured interview with 11 experts and faculty members knowledgeable in the field of organizational performance was done, and then based on the foundation's data approach Strauss-Corbin method), during three stages of open, central and selective coding, qualitative models of presentism and absenteeism were designed in multi-wave conditions of Corona in government organizations. The aim of the current research is to present a model for analyzing sustainable organizational performance with an emphasis on unjustified presence in viral crises in government organizations, which are studied by the Ministry of Science, Research and Technology, so it can be said that this study is in the category of development research. It is placed. The current research is exploratory because it seeks to discover variables, limitations, and relationships in a model. The research strategy used in this study is the use of theory based on data. The main plan for formulating the theory arising from the data in this research is the systematic plan. Based on the systematic plan, for the analysis of the collected qualitative data, it is necessary to pass the open, central, and selective coding stage in order to finally present a logical paradigm or an objective image of the created theory. First, an initial list of potentially qualified people was selected for the interview and coordinated with them via e-mail or in person. Also, at the end of the interview, while sending the edited text of the interview, they were asked to present their suggestions and introduce people who have better and more information with them in this field. Finally, using the saturation rule, 11 people (including 9 faculty members and two organizational experts) were interviewed. The data collection tool at this stage of the research was face-to-face and in-depth interviews that were conducted with open questions between 30 and 45 minutes. Max Kyuda software was used for qualitative data analysis. The interviews are recorded so that by re-implementing, reviewing the conversations, and analyzing, a more detailed examination of the views of the participants can be done. A number of the interviewees did not allow the recording of the interview, so by taking notes from the interview, the items were transferred to the software in text form for coding. After coding the interviews, the information was transferred to Excel for final summarization. At the end, data analysis was done using open, central, and selective coding.
Results: Seventin general categories in the form of the paradigm model of presentism, causal conditions (organizational, individual, environmental), main phenomenon (refusal approach, attitudinal approach, hypocritical approach), underlying conditions (organizational conditions, job conditions, community conditions) intervening conditions. Organizational factors, individual factors, strategies (management strategies, organizational strategies, cultural and social strategies), and consequences (individual negative consequences, negative organizational consequences, positive consequences of implementing strategies) have been identified. The proposed models were evaluated using the opinion of experts using a questionnaire with a range of 1 to 9. The results of average scores and factor loadings for both models indicate their validity. In the axial coding stage, all the open codes extracted from the first stage have been summarized in the form of main axes based on the relationship with the main concepts of the research. The output of this step is the central codes, the codes corresponding to them and the number of their repetitions. This stage includes determining the patterns in the data and the level of categorization, and it requires constant data comparison. In axial coding, the concepts and categories experienced in open coding are connected to each other in a new combination. For axial coding, there are different methods, in this research, the paradigm model of Strauss and Corbin (1994, 1998) was used. According to the concepts obtained from the previous stage, in this stage, by studying and reviewing again and the process of going back and forth between concepts, the relationship between concepts and categories were determined and separated. Causal, central, contextual, intervening conditions, strategies and consequences Figure 1 shows the schematic relationship between different categories.
Conclusion: The findings of the research showed that the strategies for analyzing organizational performance with an emphasis on unwarranted attendance include the categories of management strategies, organizational strategies, cultural and social strategies, which management strategies include factors that strengthen interactions and Communication between managers and employees, division of work according to the ability and interest of employees, correction of managers' mental models, and organizational strategies include factors for improving the organizational climate, use of working hours and flexible working hours, employee health monitoring programs, providing facilities for The treatment is the implementation of the suggestions system, flexibility in the leave rules, and the social-cultural strategies include the factors of counseling and support services, the development of educational and training centers related to people's interests, and raising awareness about establishing work-life balance. The results of this research showed that being aware of the phenomenon of unjustified attendance and its negative and positive consequences has a significant effect on the sustainable organizational performance of the studied organization.
Methods: In the qualitative data analysis section of this research, the analysis of the data obtained from the literature review and semi-structured interview with 11 experts and faculty members knowledgeable in the field of organizational performance was done, and then based on the foundation's data approach Strauss-Corbin method), during three stages of open, central and selective coding, qualitative models of presentism and absenteeism were designed in multi-wave conditions of Corona in government organizations. The aim of the current research is to present a model for analyzing sustainable organizational performance with an emphasis on unjustified presence in viral crises in government organizations, which are studied by the Ministry of Science, Research and Technology, so it can be said that this study is in the category of development research. It is placed. The current research is exploratory because it seeks to discover variables, limitations, and relationships in a model. The research strategy used in this study is the use of theory based on data. The main plan for formulating the theory arising from the data in this research is the systematic plan. Based on the systematic plan, for the analysis of the collected qualitative data, it is necessary to pass the open, central, and selective coding stage in order to finally present a logical paradigm or an objective image of the created theory. First, an initial list of potentially qualified people was selected for the interview and coordinated with them via e-mail or in person. Also, at the end of the interview, while sending the edited text of the interview, they were asked to present their suggestions and introduce people who have better and more information with them in this field. Finally, using the saturation rule, 11 people (including 9 faculty members and two organizational experts) were interviewed. The data collection tool at this stage of the research was face-to-face and in-depth interviews that were conducted with open questions between 30 and 45 minutes. Max Kyuda software was used for qualitative data analysis. The interviews are recorded so that by re-implementing, reviewing the conversations, and analyzing, a more detailed examination of the views of the participants can be done. A number of the interviewees did not allow the recording of the interview, so by taking notes from the interview, the items were transferred to the software in text form for coding. After coding the interviews, the information was transferred to Excel for final summarization. At the end, data analysis was done using open, central, and selective coding.
Results: Seventin general categories in the form of the paradigm model of presentism, causal conditions (organizational, individual, environmental), main phenomenon (refusal approach, attitudinal approach, hypocritical approach), underlying conditions (organizational conditions, job conditions, community conditions) intervening conditions. Organizational factors, individual factors, strategies (management strategies, organizational strategies, cultural and social strategies), and consequences (individual negative consequences, negative organizational consequences, positive consequences of implementing strategies) have been identified. The proposed models were evaluated using the opinion of experts using a questionnaire with a range of 1 to 9. The results of average scores and factor loadings for both models indicate their validity. In the axial coding stage, all the open codes extracted from the first stage have been summarized in the form of main axes based on the relationship with the main concepts of the research. The output of this step is the central codes, the codes corresponding to them and the number of their repetitions. This stage includes determining the patterns in the data and the level of categorization, and it requires constant data comparison. In axial coding, the concepts and categories experienced in open coding are connected to each other in a new combination. For axial coding, there are different methods, in this research, the paradigm model of Strauss and Corbin (1994, 1998) was used. According to the concepts obtained from the previous stage, in this stage, by studying and reviewing again and the process of going back and forth between concepts, the relationship between concepts and categories were determined and separated. Causal, central, contextual, intervening conditions, strategies and consequences Figure 1 shows the schematic relationship between different categories.
Conclusion: The findings of the research showed that the strategies for analyzing organizational performance with an emphasis on unwarranted attendance include the categories of management strategies, organizational strategies, cultural and social strategies, which management strategies include factors that strengthen interactions and Communication between managers and employees, division of work according to the ability and interest of employees, correction of managers' mental models, and organizational strategies include factors for improving the organizational climate, use of working hours and flexible working hours, employee health monitoring programs, providing facilities for The treatment is the implementation of the suggestions system, flexibility in the leave rules, and the social-cultural strategies include the factors of counseling and support services, the development of educational and training centers related to people's interests, and raising awareness about establishing work-life balance. The results of this research showed that being aware of the phenomenon of unjustified attendance and its negative and positive consequences has a significant effect on the sustainable organizational performance of the studied organization.
Keywords: Unwarranted Attendance, Sustainable Organizational Performance, Data-Bbased Theory, Viral Crises
Type of Study: Research |
Subject:
Clinical Psychiatry
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