Professional Documents
Culture Documents
Azar Eslami
M.S. of Human Resource Management
E-mail: a_islami@iums.ac.ir
Abstract
1. Introduction
Governmental organizations are the linkage between political administration and the society. The
performance of each will affect the legitimacy of political system. Despite changes that have occurred
in the public sector in recent years, low productivity of governmental organizations is still a major
concern of politicians and policymakers. Citizens' dissatisfaction in regards to the performance of some
governmental organizations, in addition to state supervision weaknesses necessitate that reasons for the
lack of conformity between the organizational objectives and staff objectives be elucidated.
Some organizational indicators like: a decline in attending to client demands, organization
services, control of moral and ethical aspects of staff, absence from work and/or leaving the job, work
environment accidents have also outstanding roles in this gap. One should concede that personnel are
the strategic assets of any organization. Employee's Indifference will decrease their motivation to
Discovering Theory of Organizational Indifference: A Grounded Theory Strategy 451
work, hence, giving shape to indifference at the organizational level. A silence and disheartened staff
toward the fate and future of the organization and lack of effective understanding between staff and
management is an alarm that organization's function would be adversely affected, which in turn will
harm the society as a whole. Theorizing the phenomenon of indifference helps managers discover its
causes and eliminate them. The attempt, through this research, is to explore and investigate the
"organization indifference" using the grounded theory.
Although a theoretical model does not provide a final solution to organizational indifference,
but it can help managers identify the elements which can reduce indifference and forge a spirit of work
within the staff. Managers seeking administrative change at the university level as well as in the state
sector can compile a comprehensive plan to eliminate indifference. This theory helps organization
theorists to reach a tangible hypothesis within a broader study. Despite the importance of financial
structure of organization and its role in materializing organizational objectives, if by any reason,
human factors have no motive and willingness to work or cooperate, the organization will encounter
the problems in achieving its goals. So, investigating the reasons behind lack the motivation and a
common indifference among the staffs is crucial for managers and authorities. In this study, the
researcher will attempt to create the organizational indifference literature based on fundamental
conceptual theory. The objective of this research, the first of its kind, is to discover a new theory on
organizational indifference.
The main question of this research is: what is the theory of organizational indifference in
Iran University of Medical Sciences (IUMS)?
exposed to stress arising from a threatening experience, escaping from which physically is impossible,
he/she starts to create a adept safeguard, turning into a mental monitor that looks at what his happening
to him/her with indifference and in cold blood (Chehrazi,1970,73).The scope of indifference in an
organization describes the behavior of someone who carries out the organization's activities without
using her/his talent or creativity. Naturally such an obedience which is far from interest might seem to
help maintain the organizational discipline, but will not encourage the employees to put more efforts,
accept responsibilities and show some creativity (Tabaeian, 2001). Thus, what causes the people to
surrender and become indifferent is profound and pro-longed dissatisfaction (Geezla, 1998, 136).
Indifference happens when one loses hope to accomplish his/her goals and tries to pull away
from source of his/her disappointment. Such phenomenon is the characteristic of those who have
repetitive and monotonous jobs, often giving in to the reality that there is no hope for improvement and
progress. A manager should keep in mind that wrangling, coming up with reasons, a return to
childhood, becoming accustomed and indifference are all the result of inability and failure which can
point to existence of problems (Rezaeian, 1999, 99).It should be noted that receiving reward motivates
the personnel and if no reward is considered for extra efforts in order to improve the function, it is
natural individual would grow indifferent even in using innovation to improve the responsibilities
delegated to him/her. Select a reward is very importing too. Considering the appropriate and valuable
incentive produces positive outcomes between management and personnel, because being supportive
will follow the job commitment in personnel.
3. Background of Research
There are little research about indifference in organization, but some studies are related to our topic,
that is used for better understanding of the phenomenon under research.Muse and his colleagues had
performed a study about the relationship between positive organizational behavior and work-life
incentives. They focused on the relationship between beneficial (and constructive) programs prepared
by the organization and the positive behavior of employees, and whether or not the personnel
understand the value of work-life benefit. According to the model used for the two different
organizations here and the results attained proved that preparing suitable and useful conditions at work
creates positive interaction between the employer and the employees because it generates a feeling of
having the organization's support, and thus forging commitment among individuals (Muse & et all,
2008, 171). Markovsky (1985) posited that when evaluating the rewards, individuals might not care
whether or not their rewards were correct or just, the reason for which might be their indifference
towards justice or equity and the judgment about the arbitrator (the source of reference). The
hypothesis is when individuals do not know the arbitrator, and in a way believe that he/she has low
credibility or information provided by him are either unreliable or of low quality.Gartrell & Paille
(1997) suggested the responsibility for eliminating or reducing reward would probably lead to further
indifference to the extent that the personal responsibility and choice for negative outcomes can
promote feelings of neutrality. Specifically, they suggest that responsibility would lead to elimination
or invalidation of the comparison between the reward and arbitration, which in Markovsky's words
would lead to Indifference.In their research on the impact of indifference on evaluation of justice,
Davison & Bing (2008) say that individuals may be predisposed to indifference towards fairness of
rewards. Their assumption was based on the fact that absence of the feeling neutrality or in a sense lack
of concentration on both inputs and outcomes, and thus lack of focus on the fairness of rewards, can be
consistent with the concept of indifference. This kind of conceptualization is also similar to the views
of Eisenberger and his colleagues (1986) on the issue of the "exchange of ideology".
Specifically, individuals with strong ideology of exchange exert much effort (inputs) congruent
with the organizational rewards (outcomes), in the sense that they work harder if they expect more
rewards. In contrast, individuals with a weak ideology of exchange exert a constant level of effort
(inputs) regardless of rewards (outcomes), and may not be as sensitive towards the exchange.
Impartiality sensitivity is like motivation in people having strong exchange ideology, and impartial
Discovering Theory of Organizational Indifference: A Grounded Theory Strategy 453
people might not be affected by exchange and look like people with weak ideology in this respect
(Davison & Bing, 2008). Tahereh Rostamian (1999) in her thesis, titled " Inspection on neurotic strains
and it's role on staff function of Tarbiat Moddaress University" concluded that, the neurotic and
psychic pressure affect the function of employees. These affecting elements are categorized as
individual, organizational and environmental. Anxiety for job and family, social problems, economic
situation, management difficulties and organization's expectations from the employees cause the
individual to encounter anxiety, stress and worries, which are beyond and not compatible with the
person's capacity.
4. Methodology
This research is an interpretive and its philosophical foundation is based on phenomenology.
Interpretive research does not define dependent and independent variables in advance, and its
assumption is that access to social facts (realities) is only possible through social constructs such as
language, consciousness and sharing meanings. In another word, the "reality" is affect by human
mental characteristics. A reality which can't be considered independent from social structures, values
and facts. Interpretive studies try to understand the phenomena through interpretation, which are given
by people (Danaee Fard, 2004).
The general paradigm of this qualitative study based on a constructivist or naturalistic approach
which asserts reality is subjective and multi-faceted, constructed by researcher and participants
(Lincoln & Guba, 1985; cited by Jones). Understanding ontological, epistemological, methodological
stances suggested by Creswell (1994), was the first stage of this research. Collecting data, analyzing
data and shaping theory are others stages. In summery, grounded theory use three stage as following:
1) open coding (first stage)2) axial coding (second stage)3) selective coding (third stage).
5. Results
The researched organization is Iran University of Medical Sciences. According to data received from
statistical center of university, total number of official employees is 5378 (3133 female, 2245 male)
from which 141 are official staff personnel (101 female, 40 male). In this study, 40 samples were
selected.
Causal Conditions:
Managerial Carelessness
-Weakness of performance
Context: Job Unhealthiness
evaluation system -Uncontrolled politicization
-Citizen/client ignorance -Organization miss- assumption
from organization's view -Job & holder dissimilarity
- Limited information -Imperfect bureaucracy
Central category: -Improper interpretation &
Organization execution regulations
Ignorance on
Personnel
Out- assignment
Favoritism
Organizational
unfairness
Less attention to
personnel Actions & Interactions:
improvement Poisoning organization
Lack of employee's atmosphere
council (union) -Organizational rumor
-Values displacement
-Inter- organizational
distrust
-Organizational flattery
& obedience
-Management separation
from personnel
-Organizational isolation Outcome:
of personnel Organizational Indifference
Work carelessness
Time killing
Thought depression
Work disability & sluggish
Intervening conditions: Inter- Relative competence to system
Organizational Elements Avoiding responsibilities
-Organizational thoughtlessly Organizational dislike
-Dominant deficient structure Ready to leave organization
-Dominant financial in equity
-Less attention to employee's
welfare
potential will be crucial. In fact, organization's personnel are the most important part of it and ignoring
their wills and fulfilling their requirement, will have both personnel and organization. The
organizational indifference explains the reasons (why) of behavior. The organizational indifference
should be looked upon (considered) as a destructive agent. Perhaps, the indifference could be called a
silent (quiet), consistent and noiseless crisis for organization. The question is this: why such a problem
arises? What causes the indifference in employees?
Organizational indifference theory expresses that: due to dominant management carelessness on
organization (government), some elements such as; weak assessing system of organizational
performance, ignoring citizen/client and lack of precise responding system in government section
hierarchy will reveal an ignorance feeling to individual (employees), and conditions such as: lack of
substitutionalizing, out- promotion or assigning unqualified individuals and less attention to job
improvement of personnel will confirm this feeling.
This organizational ignorance to personnel is accompanied by unhealthy government section
(dominant atmosphere) and intervening conditions such as: organizational carelessness culture and
policy and dominant financial conditions, which will end to poisoning organizational atmosphere
(action and interaction).Of these conditions are; propagation of rumor, internal distrust, separation of
management from personnel and organizational isolation of employees. The result and outcome of this
organization atmosphere poisoning, is organizational indifference phenomenon.
Context:Work Unhealthiness
Axial
Existing condition: Actions & Reaction: Outcome:
category: Poisoning the
Management Organization
Organization Organization
Carelessness Atmosphere al
Ignorance to
Indifference
Personnel
Intervening conditions:
Organizational Inter-
elements
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