Document Type : Original Article
1 PhD Student in Educational Management, Department of Educational Sciences, Ghaemshahr Branch, Islamic Azad University, Ghaemshahr, Iran
2 Associate Professor, Department of Educational Management, Faculty of Management and Economics, Islamic Azad University, Research Sciences Branch, Tehran, Iran
3 Associate Professor, Department of Educational Management, Faculty of Humanities, Saveh Branch, Islamic Azad University, Saveh, Iran.
Purpose: Organizational vitality has an effective role on organizational performance and effectiveness, so the present study was conducted with the aim of identify and analyze the effective barriers on organizational vitality in government organizations.
Methodology: The present study in terms of purpose was applied and in terms of implementation method was qualitative. The research population was the documents of organizational vitality and faculty members and managers and deputies of the governmental organization of Mazandaran province in 2019 year. In addition to reviewing the documents of organizational vitality, number of 11 experts according to the principle of theoretical saturation was selected as a sample by purposive sampling method. For data collection were used from the methods of document review and semi-structured interviews with experts, which the its content validity was confirmed by two other researches and its reliability was calculated by Cohen's Kappa coefficient method 0.83. Finally, the data were analyzed by thematic analysis method in MAXQDA12 software.
Findings: Findings showed that the effective barriers on organizational vitality in government organizations were included 120 concepts, 49 components and 9 themes. The managerial theme includes five components of authoritarian leadership style, distrust in work, strict monitoring, inefficiency of managers and negative attitude of managers towards employees, individual theme includes six components of negativity at work, self-censorship and organizational silence, introversion, job dissatisfaction, intergenerational gap in the organization and gender discrimination, organizational theme includes six components of injustice in the organization, tough working environment conditions, centralized organizational structure, job instability, controlled human relations and job stress, economic theme includes seven components of disorder in salary based on position, procrastination in repaying bonuses and benefits, inflation, high prices and unemployment in recent years, class gaps, misallocation of services and facilities among employees, payment of taxes disproportionate to salaries and disproportionate income to living expenses, political theme includes five components of restriction of political and individual freedom in the organization, distrust to the government's ability to improve the state of country, existence of corruption in the administrative and financial system, distrust of planning in the work of managers and lack of adherence of managers and supervisors to laws and regulations, physical environment theme includes five components of unsuitable environments for rest, lack of sports facilities and equipment, use of cold and inappropriate colors in the design of buildings, non-use of local symbols and principles in the architecture of buildings and inappropriate use of lighting in buildings, religious-value theme includes six components of procrastination in holding collectively national and religious celebrations, negligence in holding religious festivals and rituals, laxity in holding religious and spiritual activities, disregard for traditional cultures, bad temper with others as a value and distrust to divine judgment and predestination, technological theme includes four components of employees' relationship with new technology instead of human relations, reducing the need for human resources due to the use of technology, allocating a lot of time to use technology and using new technology (robot) instead of human and socio-cultural theme includes five components of lake of attachment and sense of belonging to the living area, lack of sense of identity and good memories of the living area, membership in certain groups and social organizations, lack of sense of freedom and security in society and lack of access to spaces, services and facilities in cities.
Conclusion: According to the results of the present study, managers and planners of organizations can take an effective step to remove the effective barriers on organizational vitality, which for this purpose is necessary to provide conditions for improving the identified themes and components.