Managers’ Lived Experiences of the Concept of Invisible Employees in Governmental Organizations: A Case Study of the Ministry of Culture and Islamic Guidance
Keywords:
Invisible employees, Lived experience, Psychological withdrawal, Presenteeism, Ministry of Culture and Islamic GuidanceAbstract
This study aimed to explore managers’ lived experiences of the concept of invisible employees in governmental organizations and to interpret its psychological, structural, and cultural dimensions within the Ministry of Culture and Islamic Guidance. A qualitative design within an interpretive paradigm was employed. Data were analyzed using Colaizzi’s (1978) descriptive phenomenological method. Participants consisted of 14 managers from different levels of the Ministry, selected purposefully based on managerial experience, direct exposure, and positional diversity. Semi-structured interviews were conducted as the primary data collection tool, and data trustworthiness was ensured through Guba and Lincoln’s (1985) four criteria of credibility, transferability, dependability, and confirmability. The results showed that, from the managers’ perspectives, invisible employees represent a psychological detachment manifested in functional passivity and avoidance behaviors. This detachment often arises from bureaucratic overload, seniority-based promotion, unclear career paths, and uninspired leadership. The consequences occur at three levels: organizational (loss of creativity and tacit knowledge), group (indifference and burnout), and individual (psychological distress and loss of meaning in work). The phenomenon of invisible employees is a deep organizational pathology rooted in structural rigidity, weak leadership, and cultural dysfunction. Managers view the solution as a multidimensional transformation—moving from process-oriented management to human-centered leadership. Establishing merit-based promotion systems, transparent career development, appreciation culture, and psychological safety are key steps toward restoring engagement and vitality in public organizations.
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Copyright (c) 2025 Ahmadhosein Fataei (Author); Kumars Ahmadi; Fatemeh Sohrabi (Author)
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