Identifying and Explaining the Factors Affecting the False Participation in the Decision-Making of Managers of Iranian Government Organizations

Abstract

Objective: The purpose of this study was to identify the factors influencing pseudo-participation in decision-making among managers in public organizations. Methodology: The research employed a qualitative approach grounded in the methodology of grounded theory. Data were collected through semi-structured interviews, and the analysis was conducted using Strauss and Corbin's methodology and the paradigm model. Sampling was carried out using theoretical sampling, with purposive (judgmental) and snowball (chain) techniques, resulting in 15 interviews with experts from Iranian public organizations. Data analysis was performed through open, axial, and selective coding using MAXQDA 2018 software. Findings: Factors contributing to pseudo-participation in decision-making, based on grounded theory, were categorized into six dimensions. Throughout the process, 110 open codes, 26 concepts, and 12 categories were extracted. The coding results revealed that causal factors were comprised of two categories: organizational corruption and legal deviations. Contextual factors were identified as individual, organizational, and social factors. Intervening factors included external and internal organizational factors. Strategic factors consisted of two categories: human resource management systems and management improvement. Conclusion: According to the findings, the most critical strategy for achieving the research objectives is institutionalizing the human resource management system and improving management practices. It is recommended that to institutionalize a culture of organizational participation in public organizations, experts from each sector be identified, and their experiences leveraged to develop and implement the best strategies for fostering organizational participation.