Abstract:
The root of many human resource efficiency problems that organizations face and the increased clients’ complaints about extreme waste of time during service provision in public organizations can be found in the counterproductive behaviors, especially organizational evasiveness. Thus, the identification of the factors that cause the formation of evasiveness in organizations and their removal is of utmost importance. Adopting a qualitative approach, this article uses grounded theory conceptualization approach to study the factors effective on the formation of evasiveness and its consequences in public organizations. To this end, semi-structured interviews were made with a sample of 17 purposively-selected experts who were among the managers of the public organizations of Sirjan city and faculty members. The interview transcripts were analyzed in three stages of open, axial, and selective coding. The designed model showed that structural and behavioral job destructors create the evasiveness culture. In line with this culture, the evasiveness atmosphere (which involves cyberspace, inappropriate physical atmosphere of the workplace, unfriendly relationships, and political discussions) together with amplifying conditions such as managers’ incompetence and employees’ physical and psychological problems lead to organizational evasiveness. Finally, it was found that organizational evasiveness will bring about numerous negative consequences for the individual, group, and organization.
Machine summary:
This article, based on qualitative research, using the grounded theory strategy, studies the effective factors on the formation of shirking and its consequences in government organizations.
Based on the designed model, structural and behavioral disruptors create a culture of shirking, and alongside this culture, a space of shirking, which includes virtual space and an inappropriate physical work environment, as well as unfriendly relationships and political discussions, along with reinforcing conditions such as managerial incompetence and physical and mental problems of employees, leads to organizational shirking, and ultimately, organizational shirking will have many negative consequences for the individual, group, and organization.
Unfortunately, shirking of employees in groups and organizations is a phenomenon that often happens and leads to a decrease in the motivation and effort of individuals who usually work collectively, and can lead to slow organizational development and have adverse consequences (Rajaguru et al.
From a theoretical perspective, the phenomenon of shirking can be explained based on its nature and scope, from specific (focusing on the mediation process) and integrated (combining many variables and processes) to ambitious (explaining different social behaviors, including individual motivation in groups) like classic theories ( & Supardi 2021 Rosiana).
Counterproductive Employees This study shows that dissatisfaction with the job and lack of perceived organizational justice lead to shirking, which is similar to the concepts shaping destructive work behaviors in our research model.
(
, 
, 
)
