Identifying the Conditions and Factors Affecting Meritocracy with an Emphasis on Social Responsibility in Managerial Appointments: A Case Study of the National Iranian Gas Company

Abstract

This study aimed to identify the conditions and factors affecting meritocracy with an emphasis on social responsibility in the appointment of managers in the National Iranian Gas Company. This applied study employed a qualitative descriptive-exploratory design. The study population consisted of human resource managers and experts from the headquarters and provincial gas companies of the National Iranian Gas Company, as well as university faculty members specializing in human resource management. Participants were selected through purposive judgmental sampling and, where necessary, snowball sampling. Theoretical saturation was achieved after 13 interviews; however, interviews continued to 15 participants to ensure data adequacy. Data were collected through in-depth semi-structured interviews and analyzed using open and axial coding based on grounded theory logic with the assistance of MAXQDA 18. Data analysis revealed three major dimensions affecting meritocracy: causal conditions, contextual conditions, and intervening conditions. Causal conditions comprised social responsibility factors, individual factors, organizational factors, and justice orientation. Contextual conditions consisted of educational-cultural factors, organizational evaluation, and appointment-related factors. Intervening conditions included non-regulated appointments, prevailing organizational conditions, and environmental factors. Key components included promoting social responsibility, integrity, relevant work experience, standardized evaluation, succession planning, transparency, non-discrimination, assessment centers, non-political appointments, control of rent-seeking and external interference, and attention to technological change. Responsible meritocracy in managerial appointments requires an integrated approach in which individual competencies, social responsibility, justice, evaluation systems, succession planning, and appointment transparency are simultaneously strengthened, while irregular appointments and political or external interference are effectively controlled.