Developing a Model to Maximize Decision Implementation in Government Organizations Based on the Expansion of the Zone of Indifference among Employees
Keywords:
Decision implementation, government organizations, zone of indifference, government employeesAbstract
The aim of this study is to develop a model to maximize decision implementation in public organizations through the development of the zone of indifference among employees. This applied qualitative study employed grounded theory methodology. Data were collected through semi-structured interviews with 11 academic experts, managers, and staff members of the Trade Development Organization of Iran. The data were analyzed using open, axial, and selective coding with the help of MAXQDA, SPSS, and Stata software. Findings revealed that decision implementation in public organizations often fails due to conflicts of interest, lack of organizational trust, and ambiguity regarding decision outcomes. The final model comprises five key dimensions: decision characteristics, decision conditions, decision type, decision barriers, and decision consequences. Ranking results indicated that “decision consequences” ranked first (mean = 2.90), followed by “decision barriers” (mean = 2.75), “decision type,” “decision characteristics,” and “decision conditions,” respectively. The study concludes that enhancing decision implementation in government organizations requires strengthening employees’ zone of indifference so that managerial decisions create minimal conflict with employees’ personal and professional interests. Expanding this zone is achievable through increased decision transparency, employee participation, organizational learning, effective communication, and well-designed motivational systems.
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