Designing an Invisible Employee Control Pattern in Public Organizations: The Case of Universities and Higher Education Institutes in Ilam Province

Subject Areas : governmental management

Neda Salimi ¹ , Mohammad Taban ² , Yasanallah pourashraf ³ , Seidmehdi Veiseh ⁴

1 - MSc Public organizations Management, Ilam University, Ilam, Iran
2 - Associate Professor, Department of Human Resources Management, Faculty of Literature and Humanities, Ilam University, Ilam, Iran.
3 - Associate Professor, Department of Business Management, Faculty of Literature and Humanities, Ilam University, Ilam, Iran
4 - Assistant Professor, Department of Human Resources Management, Faculty of Literature and Humanities, Ilam University, Ilam, Iran

Received: 2021-02-04 Accepted : 2021-06-24 Published : 2021-09-23

Keywords: Control, Public Organizations, Grounded Theory, invisible employees,

Abstract :

The present qualitative research set out to design a model for invisible employee control in public organizations. The research sample included managers at various universities and educational institutes in Ilam selected based on snowball sampling. A semi-structured interview was conducted with the participants to collect the research data which were further analyzed based on Grounded Theory. The findings indicated that three sets of causal, contextual and intervening factors can influence invisible employee control. Causal factors include efficient evaluation system, adequate organizational supportive atmosphere, efficient supervision and control system and fair and unbiased employee promotion. Contextual factors comprise appreciating and rewarding effective services, taking personality characteristics into account and managers’ ethical supportive behavior towards employees. Intervening factors were found to be maintaining rule-orientation, reducing hidden powers and existence of clear specific control plans. Control pattern strategies were found to include empowering managers, developing human resources, promoting organizational intimacy, matching jobs with employees’ capabilities and adequate employment system. Finally, invisible employee control was construed as leading to organizational efficiency, customer satisfaction, promoting organizational accountability, and boosting employees’ participation and commitment.

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