Hessam Fouladi; Mohammad Ali Sarlak; Mohammad Javad Hozoori
Abstract
The present study seeks to identify and investigate the consequences of using showcase performance style in public organizations in Mazandaran province. This research is mix mode using a combination of qualitative and quantitative approaches. In the qualitative part, the grounded theory was used. To ...
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The present study seeks to identify and investigate the consequences of using showcase performance style in public organizations in Mazandaran province. This research is mix mode using a combination of qualitative and quantitative approaches. In the qualitative part, the grounded theory was used. To collect data, in-depth interviews were conducted with managers and employees of public organizations in Mazandaran province through theoretical sampling with snowball technique. During the study, to obtain richer data, the researcher invisibly observed the behaviors of people who had a showcase performance. The theories supporting showcase performance style have also been used. This process continued until the responses reached saturation (with 14 interviews, 6 observations, and 7 support theories). In the quantitative part of the research, structural equation modeling was used to perform statistical analysis. By analysing and coding data in qualitative section and using structural equations in quantitative part, two categories and six subcategories were identified as consequences of using the showcase performance style. The two main categories are organizational consequences and individual consequences. And subcategories were reducing productivity and efficiency, increasing corruption and reducing creativity and innovation, reducing job satisfaction, reducing job motivation, and dropping employee’s spirit.
