Document Type : Exploratory
Author
Tehran University of Medical Sciences
Abstract
Invisible work refers to essential employee activities that are performed outside of the formal job description and are not recognized or rewarded by the organization. This research aimed to identify and analyze invisible work in government organizations, explain its nature, dimensions, and organizational consequences, and provide a conceptual framework for improving human resource management. This applied research was conducted with a mixed exploratory approach and deductive-inductive philosophy. The statistical population consisted of 18 senior managers and human resource managers of government organizations who were selected through purposive sampling based on theoretical saturation. Data were collected in the qualitative part through interviews and in the quantitative part through questionnaires. The validity and reliability of the tools were ensured by content validity and intra-coder reliability for interviews and content validity and test-retest reliability for questionnaires, respectively. Qualitative data were analyzed using content analysis and coding, and quantitative data were analyzed using fuzzy cognitive mapping. The results showed that invisible work is formed under the influence of factors such as organizational valuation, administrative pressures, organizational culture, and informal interactions. On the one hand, invisible work improves productivity and service quality, and on the other hand, if ignored, it increases job burnout and feelings of injustice.
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