Document Type : Original Article
Authors
1
Department of Governmental Management, Khorasgan Branch, Islamic Azad University, Isfahan, Iran.
2
Department of Management, University of Allameh Tabatabaei, Branch Tehran, Tehran, Iran.
3
Department of MBA, University of Tehran, Branch International Pardis Kish, Kish, Iran.
Abstract
Dual overflow and job contradictions are one of the most important issues for employees in organizations all over the world and in Iran. This conflict is different in developing countries, such as Iran, due to their centralization and structural complexities, depending on their organization and their functional nature. The purpose of this research is Design of Work-Family and Family-Work Model. The method of the present research, in terms of its outcome, is a component of developmental research, as a target for exploratory research, and as a method of implementing quality work. In this research, interviews were conducted with 12 human resource specialists who were selected through targeted sampling. Interviews were conducted in-person interviews and in-depth interviews. To assess the reliability of the data and interpretations, the criteria for interpretive research were based on two criteria of acceptance and plurality. Based on GRANDED's method, the theory of analysis was performed in three stages of open, axial, and selective coding and the design of the paradigm of research was designed. Based on the designed model, the causal conditions include three main components of "work-family overflow", "job conflict" and "family-work overflow". The underlying conditions include three types of psychological well-being, attitudes and ambiguity in the role, and in the intervening conditions the three components of policy making, interest-seeking and the role of rules and regulations were identified. The pivotal phenomenon of research is based on the key words of interviews, overflow and job contradictions. Based on the identification of the criteria of the three causal, background and interventional criteria, strategies and outcomes were presented. Strategies included three organizational, psychological, and transactional strategies, and the outcomes including structural, axis-driven, and development-oriented axes were identified.
Keywords
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