Document Type : Survey
Authors
1 Ph.D Candidate, Department of Management, Lorestan University, Khorramabad, Iran
2 , Department of Management, Lorestan University, Khorramabad, Iran.
3 Department of Management, Lorestan University, Khorramabad, Iran
Abstract
Human resources are the most valuable and effective asset of any organization; however, when caught in the whirlpool of failure, injustice, or neglect, they themselves become a challenge on the path to organizational excellence. Considering the vastness of governmental organizations in Iran’s economic and social life, the present study was conducted with the aim of designing and explaining a model for the emergence of silent revenge in governmental organizations. This research, adopting a qualitative approach based on grounded theory, explored this phenomenon through interviews with 16 managers and human resources specialists. The findings indicate that silent revenge is a multidimensional and complex phenomenon that arises under factors such as perceived injustice, structural inefficiency, toxic organizational culture, individual characteristics, and external pressures. This revenge does not manifest through noise or overt actions but rather in silence and concealment, with expressions such as reduced effort, sabotage, rumor-mongering, and character assassination of managers. Its consequences, like a fire smoldering beneath ashes, burn productivity, erode morale, and dismantle organizational cohesion. Finally, solutions are proposed to control this hidden crisis, including strengthening organizational justice, improving human relations, intelligent conflict management, and reconstructing organizational culture—so that the organization may be internally healed and return to a path of growth and prosperity.
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