نوع مقاله : مقاله پژوهشی
نویسندگان
1 دانشجوی دکتری مدیریت دولتی، گروه مدیریت دولتی، واحد همدان، دانشگاه ازاد اسلامی،همدان، ایران.
2 استادیار گروه مدیریت منابع انسانی، دانشگاه علوم انتظامی امین، تهران، ایران. (نویسنده مسئول).
3 دانشیار گروه مدیریت منابع انسانی، دانشگاه علوم انتظامی، تهران، ایران. رایانامه
4 دانشیارگروه مدیریت، واحد فراهان، دانشگاه آزاد اسلامی، فراهان ، ایران.
5 دانشیارگروه مدیریت منابع انسانی، دانشگاه علوم انتظامی، تهران، ایران.
چکیده
کلیدواژه‌ها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
Objective: This study aimed to understand the phenomenon of organizational fossilization as a process that transforms creative and dynamic employees into individuals lacking these characteristics.
Method: This qualitative research was conducted using a grounded theory approach and in-depth interviews with 11 employees of the Ministry of Energy were used. A purposive sampling method was used and the data were analyzed using open, axial, and selective coding techniques. For this purpose, MaxQuda software was used to develop a comprehensive theoretical model.
Findings: The findings identified a theoretical model based on a grounded approach for the fossilization of creative employees, which includes 68 factors in the form of causal conditions (management style, organizational structure, inefficient processes), contextual conditions (cultural constraints, organizational climate), and intervening conditions (cognitive gap, emotional disconnect, exclusion from political participation, divergence in goals). These factors lead to a central phenomenon, the fossilization of creative employees, which is defined by psychological cooling and forced conformity. In response to this phenomenon, employees adopt behavioral filtering strategies, identity masking, purposeful silence, hidden work, and expectation management. This process ultimately leads to negative consequences such as deep silence, collapse of empowerment, emotional numbness, persistent suffering, professional bewilderment, meaninglessness, hidden hostility, and social disconnection.
Conclusion: This study provides a comprehensive framework for understanding the fossilization of creative employees and provides practical insights for government organizations to identify and prevent this phenomenon. Suggestions are provided for revitalizing creativity and human resource dynamism and, by presenting a native model, contribute to the enrichment of the theoretical literature on human resource management and organizational behavior. The findings provide guidance for managers and policymakers of the Ministry of Energy to recognize the early signs of fossilization, understand its causes, design preventive interventions, and enhance organizational effectiveness.
کلیدواژه‌ها [English]
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