Document Type : Exploratory

Authors

• nasim Arbab Shirani ¹
• Akbar Etebarian Khorasgani ²
• Reza Ebrahimzadeh Dastjerdi ³

¹ PhD student in Public Management, Department of Management and Media, Islamic Azad University, Isfahan (Khorasgan) Branch, Isfahan, Iran.

² Professor, Department of Management and Media, Islamic Azad University, Isfahan (Khorasgan) Branch, Isfahan, Iran

³ Assistant Professor, Department of Management and Media, Islamic Azad University, Isfahan (Khorasgan) Branch, Isfahan, Iran.

Abstract

Focusing on understanding the psychological and ethical mechanisms of managers in the workplace is among the approaches through which human resource management can facilitate a deeper comprehension of work relationships and organizational interactions.One such mechanism is moral anger an emotion that arises when unethical behaviors or violations of values are observed.Accordingly, the present study aims to explore the pattern of managers’ moral anger in selected branches of state-owned banks in the city of Isfahan. This research is applied–developmental in terms of purpose and was conducted using a qualitative approach and the grounded theory method. To identify the components of the moral anger model, semi-structured interviews were carried out with 15 academic experts and branch managers of state-owned banks through purposive sampling, adhering to the principle of theoretical saturation.Additionally, to examine the fit of the extracted conceptual model, a researcher-made questionnaire based on the qualitative findings was utilized.The validity of the questionnaire was assessed using the content validity ratio, and Content Validity Index and its reliability was evaluated through inter-coder reliability.Data analysis led to the extraction of a set of concepts organized into six categories: causal conditions, the core phenomenon, contextual conditions, intervening conditions, strategies, and consequences. The findings indicate that managers’ moral anger is influenced by a combination of causal conditions such as individual cognitive and psychological characteristics, psychological pressures associated with leadership roles, and interpersonal and intergroup factors. Furthermore, certain structural deficiencies, lack of transparency, and absence of ethical support within the organization act as contextual conditions that contribute to the emergence and intensification of this phenomenon.Moral anger also results in consequences at three levels: individual, interpersonal, and organizational

Keywords

• Anger
• Feelings
• Managers’ Moral Anger
• Grounded Theory
• Public Banks

Main Subjects

• Modeling