Journal of Human Resource Management

Journal of Human Resource Management

Grounded Understanding of Adopting Courageous Behavior in the Elected Public Organizations

Document Type : Original Article

Authors
1 Ph.D. Student., Department of Human Resource Management, Faculty of Management, Kharazmi University, Tehran, Iran.
2 Assistant Prof., Department of Business Management, Faculty of Management, Kharazmi University, Tehran, Iran
3 Assistant Prof., Department of Human Resource Management, Faculty of Management, Kharazmi University, Tehran, Iran
4 Associate Prof., Department of Human Resource Management, Faculty of Management, Kharazmi University, Tehran, Iran
10.22034/jhrs.2024.202935
Abstract
Background & Purpose: Courageous behaviors are very important for organizations because they can solve their problems and instill long-term trust in the organization. The purpose of this research is to understand the process of choosing courageous behavior in public organizations.
Methodology: This research is applied research with a qualitative approach and grounded theory method was used. The participants in this research were experts in the behavioral-human resources field of public organizations of East Azerbaijan province (Tabriz & Marand Cities) were selected as a statistical sample through a purposeful sampling method. The tool of data collection was semi-structured interview. The obtained interview data was analyzed and codified using Maxquda Version 2020.
Findings: Based on the result, the central category was explained in four subcategories of "persistence and resilience", "brave and boldness", "activity and not being indifferent to observed deviations", and "the ability to preserve identity and honesty in telling the truth". Causal conditions were classified in the form of two categories of individual and structural factors, background conditions in the form of managers' personality and performance, social pressure, informal organization and educational and social contexts, and intervening conditions in the form of economic, political and cultural factors. Actions-reactions were also identified in the form of the categories of developing a risk-taking culture, modeling brave people and publishing their narratives, raising awareness and training human resources, expanding effective bilateral and multilateral interactions, and designing encouraging and supportive mechanisms promoting courage behaviors. Finally, the results were categorized into the categories of individual, organizational, and extra-organizational achievements.
Conclusion: Human resources managers can learn about courageous behavior, its choosing process, and the consequences of this behavior in organizations with the help of the paradigm model presented in this research and finally, make a series of structural, cultural, and political reforms to develop courage behavior.
Keywords

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Volume 14, Issue 2
Spring 2024
Pages 82-113

  • Receive Date 28 April 2024
  • Revise Date 03 June 2024
  • Accept Date 24 June 2024