Exploring of Organizational Energy‏ Concept and Design its Unleashing Process Model in Organization

Subject Areas : مدیریت

Hashem Baharvand ¹ , Foad Makvandi ² , Sirus Korahi Moghaddam ³ , Ghanbar Amirnejad ⁴

1 - PhD Student, Department of Public Administration, Shushtar Branch, Islamic Azad University, Shushtar, Iran.
2 - Assistant Professor, Department of Public Administration, Shushtar Branch, Islamic Azad University, Shushtar, Iran
3 - Assistant Professor, Department of Public Administration, Masjed Soleiman Branch, Islamic Azad University, Masjed Soleiman, Iran.
4 - Associate Professor, Department of Management, South Tehran Branch, Islamic Azad University, Tehran, Iran.

Received: 2020-08-26 Accepted : 2020-08-26 Published : 2020-08-22

Keywords: Grounded Theory, Organizational Energy, Unleashing Organizational Energy,

Abstract :

Government organizations face the problem of lack of motivation and indifference of their employees towards goals and future of the organization due to a lack of competitive environment; what can help the organization get out of this situation is unleashing organizational energy. The aim of this study was to design of unleashing organizational energy process model. The research method was qualitative of a grounded theory. Among presidents of medical sciences Universities in west region, financial and human resource development managers, university professors in management and behavioral sciences and senior managers of the Ministry of Health Medical Education, 35 people were selected by targeted sampling method for in-depth interview; the interviews continued until the theoretical saturation stage. The data were systematically analyzed in three stages of open, axial and selective coding and finally, an objective picture of the theory created was presented. The obtained theory showed that the pivotal phenomenon, ie organizational energy, is strategically released in a process of causal (ethical values, job security, management support, compensation, personality, sense of belonging, shared aspiration, trust and organizational emotional intelligence), contextual (administrative-managerial conditions, socio-cultural conditions of the organization and economic conditions), intervening (organizational policies, managers' behavior, colleagues' behavior, organizational climate, and specific organizational considerations), and strategic (flexibility, shared identity, encouragement and support, combating corruption, effective communication, organizational control, organizational learning and human resource management) factors and this unleashing organizational energy has many individual and organizational consequences for employees..