A Qualitative Model for Developing Human Resource Management Policies to Prevent Quiet Quitting in the General Departments of Roads and Urban Development of the Country
Keywords:
Policymaking, Human Resource Management, Quiet QuittingAbstract
Introduction and Objective: Quiet quitting, as one of the emerging challenges in human resource management, can significantly impact the productivity and sustainability of organizations. The present study aims to present a qualitative model for developing human resource management policies with an approach to preventing quiet quitting in the General Departments of Roads and Urban Development of the country.
Methods: The statistical population of the present qualitative study included organizational and academic experts with lived experience, and sampling continued until theoretical saturation. For this purpose, a total of 20 interviews were conducted. The interviews were semi-structured (lasting between 40 to 75 minutes), and the data analysis method in the qualitative section was based on open coding, axial coding, and selective coding.
Findings: The results showed that 33 conceptual codes were categorized into causal conditions (2 factors), contextual conditions (3 factors), intervening conditions (7 factors), actions and strategies (5 factors), and consequences (3 factors). In the final qualitative model, the causal factors were categorized as “Organizational Re-engineering,” contextual conditions as “Formation of a New Perspective on Human Resources,” intervening conditions as “Organizational Policies” and “Transparency-Based Management,” actions and strategies as “Knowledge-Based Human Resource Architecture,” and consequences as “Human Capital Excellence.” The reliability of the model was determined to be 0.8 using the inter-coder agreement method, indicating good reliability for the qualitative model.
Conclusion: In general, it can be stated that to prevent quiet quitting in the General Departments of Roads and Urban Development, human resource policymakers must adopt a transformative approach. Re-engineering organizational structures and processes, along with fostering a new perspective on employees, can enhance motivation and mutual trust. The practical application of this model helps managers prevent a decline in employee commitment and motivation, thereby driving the organization’s human capital towards excellence and sustainability.
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Copyright (c) 2025 Zahra Kamangary (Author); Maryam Bayani; Ali Farhadi Mahalli (Author)
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
