نشریه مطالعات دین، معنویت و مدیریت
پیاپی 22 (زمستان 1403)

The phenomenon of invisible employees is one of the major challenges facing modern organizations, where individuals, despite their physical presence, do not contribute effectively in terms of mindset and performance. This issue can reduce organizational productivity and lead to wastage of resources. In the Islamic worldview, human beings are bearers of divine trust and hold the responsibility of being Allah’s vicegerents on earth. Islamic teachings offer solutions to combat laziness, negligence, and evasion of responsibility. Management scholars have examined the causes, key themes, strategies, contextual factors, and consequences of this phenomenon. However, it is essential to explore this issue from a religious perspective and based on revelatory teachings to clarify its foundations, dimensions, and components.The primary objective of this research is to present a model for managing the behavior of invisible employees using divine revelation and authentic religious interpretations. This study aims to enhance the effectiveness of managerial approaches toward invisible employee behavior through an Islamic framework. Given the necessity for indigenous knowledge rooted in Islamic culture and beliefs, this objective holds particular significance.

This research was conducted using the grounded theory method, which aims to discover or generate a theory based on existing facts and realities through systematic data collection.To gather data, religious sources, including the Holy Qur’an, Nahj al-Balagha, Ghurar al-Hikam, and other hadith texts, were utilized. Additionally, extensive interviews were conducted with experts in Qur’anic studies and management sciences.In the first stage, to identify an equivalent term for invisible employees in Islamic texts, terms such as laziness (Kasālī), defrauder (Mutaffif), breach of covenant (Naqḍ al-‘Ahd), and procrastination (Taswīf) were examined. In the open coding stage, approximately 250 Qur’anic verses and narrations related to the topic were coded, and initial concepts were extracted. In the axial coding stage, these concepts were grouped into broader components based on semantic similarities and thematic coherence. Finally, in the selective coding stage, the common aspects among these components were identified, and the final model was developed by determining the relationships between the core categories.To ensure the validity and reliability of the findings, the study employed four key criteria: religious referencing, consistency and coherence, empirical correspondence, and practical effectiveness.

The data analysis led to the identification of 32 components within five main dimensions, as detailed in the table below:Islamic-Based Model for Managing Invisible Employee BehaviorDimensionsComponentsCausal VariablesLack of insight, physical problems, personal issues, organizational culture, political behavior, lack of responsibility, lack of work ethic, lack of organizational commitmentStrategic VariablesStrengthening faith, observing piety, specialization, courage or risk-taking, foresight and prudence, punctuality, empowerment, performance indicators, initiative and persistence, justice in distributionIntervening VariablesAppreciation and reprimand, compensation, eternal reward, earning lawful sustenanceContextual Variables)Rules and regulations, job satisfaction, professional ethicsOutcomes and ConsequencesPublic distrust, material and eternal loss, failure to achieve goals, deprivation of benefits, decline in social status, unhealthy relationships, psychological problems

The findings of this research indicate that Islamic management offers fundamental.differences in addressing the phenomenon of invisible employees compared to conventional approaches. While conventional management relies on strict supervision, rigid regulations, and material incentives, Islamic management emphasizes work ethics, faith, piety, and divine motivations. In this approach, employees perform their duties with excellence, not out of fear of punishment but due to their sense of accountability before God and belief in eternal rewards.Additionally, the distinct emphasis of Islamic management on lawful sustenance, justice, and self-regulation presents a unique perspective in managing invisible employee behavior. In Islamic thought, work itself holds intrinsic value and is equated with striving in the path of God. Concepts such as lawful and unlawful earnings, the consequences of unlawful sustenance, piety, and trustworthiness introduce principles that differ significantly from those in prior studies on invisible employees.These findings can contribute to the design of more efficient management systems aligned with Islamic culture.Acknowledgments: We sincerely thank all the experts in the Qur’anic and management sciences who contributed to this research.Conflict of Interest: The authors declare that there is no conflict of interest in conducting this research.

 Organizational performance is an essential concept in organizations and one of the critical aspects of organizational activities. Thus, evaluating it, and at a higher level, managing it, is one of the most important issues in organizational and management studies that every organization needs. Achieving strategic objectives depends on the proper implementation of performance evaluation systems and effective management of organizational performance across various dimensions. Additionally, performance evaluation is one of the most significant scientific topics emphasized in Islamic and Quranic teachings, both at the individual and organizational levels. However, the proper and accurate implementation of this critical task in organizations requires clarifying two fundamental issues: the dimensions of performance and the criteria for performance and its evaluation. Without elucidating these two aspects, effective evaluation cannot be achieved. Furthermore, these two topics are not only ambiguous and controversial in theoretical literature but also lack sufficient investigation from the perspective of Islamic teachings. Few studies have illuminated this subject from this perspective. Therefore, understanding what constitutes organizational performance, its dimensions, and the criteria for accurate performance and evaluation is significant. The primary aim of this research was to clarify these two topics from the perspective of Islamic teachings. Consequently, the main research problem focused on the essence of performance dimensions, the criteria for organizational performance, and its evaluation from the viewpoint of Islamic principles.

 This research was conducted using a combined ījtīhād-analytical method. After formulating the primary and secondary research questions, the theoretical foundations of the subject were examined. Considering that, according to Islamic scholars, the most accepted and recognized research method in religious sources for deriving divine rulings is the " ījtīhādī method," this approach was utilized and extended to be applicable in the fields of humanities and management studies. By reviewing the research sources, religious evidence relevant to the subject was identified. Finally, for categorizing and analyzing data concepts, extracting themes from the concepts, and ultimately developing a theory, the "thematic analysis" method was employed. The analysis of concepts and themes in this research was carried out in five steps. In the final stage, the research report was compiled, and a network of themes was developed and designed.

 The research, through identifying three categories of themes—descriptive (246 themes), interpretative (74 themes), and relational (5 themes)—indicated that organizational performance from the perspective of Islamic teachings encompasses four dimensions: intention, inputs, activities or processes, and outcomes. Each of these four dimensions is evaluated within the organizational performance management process, and understanding these dimensions is crucial for accurate and proper performance evaluation. The findings also revealed that the criteria for organizational performance include: Islam, truth, justice, public satisfaction, piety, righteous deeds, divine intention, goal attainment, and the ideal human being. Adherence to these criteria plays a fundamental role in ensuring the accuracy of organizational performance and the proper execution of activities from this perspective. Additionally, the research findings highlight that the criteria for evaluating organizational performance are the same nine aforementioned criteria. Observing these criteria during performance evaluation is indispensable for ensuring the validity of the evaluation results from the perspective of the Islamic evaluation system.

 This study aimed to examine the dimensions and criteria of organizational performance, as well as the criteria for evaluating organizational performance, from the perspective of Islamic teachings. The research concluded that the dimensions of organizational performance from the perspective of Islamic teachings differ from those in conventional management views. From the perspective of Islamic teachings, performance consists of four dimensions: inputs, processes, outputs, and intention, all of which are evaluated in the organizational performance management process. This contrasts with the conventional management perspective, which typically recognizes two or, at most, three dimensions of performance and does not consider intention as a conceptual dimension of performance. However, in Islam, intention is regarded as the most significant conceptual dimension of organizational performance. Furthermore, the research findings showed that the criteria for organizational performance from the perspective of Islamic teachings differ from those of conventional management views. From an Islamic perspective, performance is evaluated based on nine criteria: Islam, truth, justice, public satisfaction, piety, righteous deeds, goal attainment, divine intention, and the ideal human being. The correctness and validity of organizational performance, from the viewpoint of Islamic teachings, depend on adherence to these criteria during organizational activities. In contrast, many of these criteria are not emphasized as performance standards in conventional management. Additionally, the study revealed no difference between the criteria for organizational performance and those for evaluating organizational performance. That is, the same nine criteria identified as the standards for organizational performance in Islamic teachings also serve as the criteria for evaluating organizational performance. This implies that organizational performance evaluation is valid from this perspective only when conducted based on these nine criteria, unlike the conventional management view, which does not adhere to many of these standards in evaluating organizational performance.

The "Document of Islamization of Universities", as one of the higher-order documents, has been issued to universities for several years. One of the challenges hindering its full and successful implementation is the absence of a clear action plan and realization model, given the multitude of strategies. Considering the current conditions and potential of each university, a roadmap for implementing this document and the corresponding strategic actions can be determined. This research, as a case study, presented a method for implementing the strategies of that document in the University of Gonābād. The first phase aims to offer a scientific, practical, and realistic method to assess the feasibility and prioritize the actions mentioned in the Islamic University Document based on the conditions of the studied university. To achieve this, a software tool based on the proposed method was designed in an Excel environment. The second phase aims to operationalize the strategy implementation methods of the Document of Islamization of Universities at the studied university.

The research was conducted in five stages. The first stage involved pairwise comparisons of the nine goals of the Islamic University Document using the Group Fuzzy AHP method. Out of the 352 strategic actions in the document, 178 were identified as feasible at the university level.In the second stage, three questions were asked of the experts about each of these strategic measures, in the form of a questionnaire and a Likert scale: the current state of the action, the university's capacity to improve it, and its impact on achieving the document's goals. In the third stage, the weighted gap for each action was calculated by integrating the results from the previous stages and placed on the vertical axis of the final diagram. The fourth stage involved plotting the IPA chart and analyzing the strategic actions based on scenarios. The actions were prioritized based on the IPA chart analysis. In the fifth stage, an action plan, including recommendations and steps for implementing the prioritized strategic actions, was collected from experts.

The 12 primary goals of the Document of Islamization of Universities were condensed into nine goals. The outcome of the first stage determined the weight of the nine goals using the Fuzzy AHP method (Table 1). After inputting the experts' feedback into the software and analyzing the responses, the software output regarding the formation of the two-dimensional Weighted Gap-Capability matrix was obtained as shown in Figure 2.The prioritization of actions was based on the sum of the capability percentage and the weighted gap percentage. Actions with the highest combined scores were selected as priority actions. These prioritized actions were those where the university demonstrated both a higher capacity for improvement and a lower current status, while also having a significant impact on achieving the document's goals.

Out of the 352 strategic actions in the Document of Islamization of Universities, 178 were identified as feasible at the universities under investigation. Based on the expert survey results, strategic actions were categorized as follows (Table 3):According to experts' opinion, the 27 strategic actions to be implemented in this action plan can be categorized into 4 strategic actions based on their keywords and themes. Their list is shown in Table 3.

Maintaining the health of society against deviations and perversions is considered one of the requirements for the sustainability and perfection of a society. The question that arises here is whether the goal can be achieved only by enacting external laws and controls from the government. In Islam, the mechanism of enjoining what is right and forbidding what is wrong, as two divine obligations, plays an important role in this path. However, the important issue in this regard is how to invite members of society and the people to carry out this religious duty. Marketing knowledge can be used to promote enjoining what is right. This knowledge has a suitable capacity to promote religious and social values. One of the important and key tools in this regard is audience segmentation, in which individuals are placed in identical and similar groups based on the indicators under study in order to obtain a more accurate description of their situation. This research seeks to typify people's behavior on the subject of enjoining what is right and forbidding what is wrong so that promoters of these two values can design a special program for each cluster in the production of promotional content. Specifically, this research seeks to answer the following two main questions: 1) Using the principle of segmentation in marketing, how many clusters and segments can the people of the society be placed in on the subject of enjoining good and forbidding evil? 2) What is each segment cognitively like regarding enjoining good and forbidding evil?

This research is considered a type of applied research that has an exploratory nature and the required data is collected with a quantitative approach and using a questionnaire made by the researchers. The first step in conducting the research is to design a measurement tool or a researcher-made questionnaire that can guide us to an answer to the research questions. After designing the questionnaire and ensuring its validity, the necessary data was collected in the field. The data collected was analyzed by software. In this section, the first two steps will be explained and the third step will be discussed in the data analysis section. In this study, three criteria were used for clustering, namely: the amount of reminding others, the individual's reaction to the appropriate reminder, and the individual's reaction to the inappropriate reminder. The sampling method was available and was conducted through two methods paper and electronic questionnaires. The statistical population of this study was adult women living in Tehran and Alborz provinces. The sample size in this study was 476 people. The two-stage clustering method and SPSS21 software were used to analyze the data. The segmentation quality index obtained by the software indicates its confirmation.

Based on the results obtained, 9 behavioral clusters were obtained, the largest cluster constituting about 17 percent and the smallest 6 percent of the total data. The first cluster was those who sometimes enjoin good and forbid evil to others. These people have a positive reaction to the enjoining good. This cluster constitutes the largest segment. The second cluster, like the first cluster, sometimes enjoins good and forbids evil, and they do not welcome others who enjoin good and forbids evil. If they are given a warning, they only correct their behavior in front of the person who ordered them to avoid getting into an argument with them. The third cluster is similar to the first two clusters in terms of enjoining good and forbidding evil to others, but they have a better acceptance of behavior than the second cluster. The fourth cluster is still similar to the previous clusters in terms of enjoining good and forbidding evil. However, their acceptance response is in a better state. The fifth group also sometimes enjoins good and forbids evil. Instead of accepting a warning when appropriate, they are content with merely correcting their behavior, and if they are given an inappropriate warning, they will correct their behavior in front of the person to reduce tension. The sixth cluster rarely enjoins or forbids others from doing good or bad things. They do not have a very appropriate behavioral response to enjoin good and forbid evil from others. People in the seventh cluster are also not very used to admonishing others. But if someone gives them a warning, they will react well. People in the eighth cluster give warnings to others more than other clusters. But their acceptance of correct warnings from others is simply a correction of behavior, and if they consider a warning to be inappropriate, they will be indifferent to it. The ninth cluster was the smallest and included people who rarely give warnings to others. But when they consider a warning to be appropriate, they accept it and correct their behavior.

Enjoining good and forbidding evil, as a divine obligation, has a high position in Islamic teachings. In order to benefit from the benefits and effects of enjoining good and forbidding evil, this value must first be promoted. Creating a correct culture about what, how, and why this religious value is important and necessary. This research seeks to use the segmentation tool to typify the behavior of society on the subject of enjoining good and forbidding evil, and its results show that there are 9 behavioral clusters in this field. The initial expectation is that the better and more understanding and attitude individuals have towards the two obligations, the better their behavior will be or the better their reaction to the commands and prohibitions of others; however, the results of this research show that people who have a better attitude towards enjoining good do not necessarily enjoin more good. That is, people may have a correct and good attitude towards enjoining good, but in terms of behavior, they are indifferent and refrain from doing good by making excuses or other obstacles. The seventh cluster can be an example of this group of people. It is also possible that people have a good attitude towards enjoining good and forbidding evil, but if someone gives them a warning, they react sharply and incorrectly. For example, the first cluster, despite having the highest and best status in terms of action and also having a suitable attitude towards enjoining good, will not receive it well when others want to warn them. The fourth cluster also has the best attitude towards enjoining good, but when others warn them, they do not show good behavior and are not receptive to warnings from others. Of course, this cluster is also in an average position in terms of action.

In the competitive world of the 21st century, organizations, with a tendency towards moral and human virtues, are trying to fill the spiritual, ethical, and emotional gaps of their employees by emphasizing virtues. This emphasis on new organizational studies was accompanied by the emergence of a new concept called the virtuous organization. Among the types of virtuous organizations, religious holy places have always been among the most important bases for drawing the future for humanity and, as the center of gravity and focus of global developments and cultural engineering, they reveal their capabilities. Just as people's attitudes, beliefs, norms, and opinions towards religious holy places lead to respect and consider them purer than other places, following management principles is required so that the management path is in line with reality and away from an abstract and fantasy space. In such circumstances, on the one hand, the emphasis of scientific models cited in change management and diagnosis, as the first step and one of the key stages of change, and on the other hand, the review of research conducted with a focus on organizational virtue, confirms that in the Islamic Republic of Iran, religious holy places, despite having specific missions in various cultural, social, economic, and political fields and a significant impact on the formation of the nature of Islamic society, have so far received less attention in scientific research related to change management and diagnosis. Therefore, despite various and well-known models in change management, the main problem of the research was the lack of a comprehensive, obstacle-free, and practical model for religious holy places through which one can identify and analyze their problems and problems with complete knowledge of such organizations and change their inefficient aspects. Therefore, the present study, to provide an applicable diagnosis model for organizations responsible for religious holy places in Iran, examined their dimensions and components. Accordingly, the Holy Shrine of Qods Razavi in ​​Mashhad, the Holy Shrine of Fatemeh Masoumeh (peace be upon her) in Qom, the Holy Shrine of Abdulazim Hassani (peace be upon him) in the city of Rey, and the Holy Shrine of Ahmad ibn Musa (known as Shahcheragh) in Shiraz will be virtuous organizations that will benefit from the results of this research.

The present qualitative research was designed with an applied approach to religious holy places in the Islamic Republic of Iran. Based on the Saunders onion research model, this research is placed in the interpretive paradigm layer. Its orientation is of the type of fundamental research and has an inductive process. In terms of research method, the research process was carried out by following the stages of Meta-synthesis according to the Sandelowski and Barroso method (2007) and combining it with thematic analysis according to the Brown and Clark method. The ultimate goal of the research is to understand the diagnosis model of virtuous organizations, in which the dimensions and components that constitute a religious holy place were introduced. The theoretical foundations and required data were collected through desk study of documents and semi-structured interviews with selected experts using non-probability judgmental and snowball sampling until theoretical saturation was reached. In this study, the interview protocol was designed based on the dialectical method that is, constructing an opinion or thesis, confronting a counter-opinion or antithesis, and finally constructing a synthesis. Accordingly, first, the initial theme format was extracted from the theoretical data of the study (thesis) and then made available to the interviewees. Next, the review of the experts' ideas and opinions (antitheses) was summarized in the form of conceptual codes, and finally, the virtuous organization diagnosis model for Iranian religious holy places (synthesis) was designed.

The presented virtuous organization diagnosis model is an applicable model for separating dimensions and components of religious holy places, which results in a general understanding of such organizations. It paves the way for their change and troubleshooting. Based on the findings, the introduced model consists of 4 dimensions and 20 main components. The main dimensions of this model are “pillars”, “functions”, “capitals” and “management”. In this model, the pillars dimension consists of the components of “pilgrim”, “pilgrimage”, “shrine” and “Hazrat”. “Sacred functions”, “cultural functions”, “social functions”, “economic functions” and “religious-political functions” are the components of the functions dimension. “Symbolic capitals”, “core values”, “organizational competencies”, “social capitals” and “cultural capitals” are in the capitals dimension. Finally, “planning”, “resource mobilization”, “organization”, “guidance and leadership” and “supervision and protection” are introduced as the components of the management dimension.

This paper is the first research effort to present a specific diagnosis model for religious holy places of Iran, which addition to strengthening the scientific and research foundations of this field, can to some extent prevent the development of concepts and patterns imposed and prescribed to these organizations. The achievements of this research consider the main advantage of the diagnosis model in a deeper understanding and better visualization of the components of holy places and the identification of their risks and vulnerabilities. It explains operational applications in issues related to change management and diagnosis. This research considers the understanding of the organizations in charge of religious holy places possible through understanding the dimensions and components of their recognition and considers the suitability of change management, transformation, and development to be dependent on creating changes in the factors affecting the recognition components. It also concludes that the life of a virtue-based organization becomes problematic when one or more of the dimensions and components of the diagnosis are not properly explained in the organization, malfunction or deviate from its original path, or are compromised for any other reason. Neglect or lack of attention by any of the elements of the organization to any of these dimensions and components causes complications for the entire organization. Each of the dimensions and components of the diagnosis model has revealed unknown aspects of virtuous organizations. In this study, change management and diagnosis of studied virtuous organizations is a specialized activity derived from knowledge, experience, and commitment to such organizations, and it is suggested to the managers of the organizations under study that, given their mission in various social fields, they entrust this matter to those who have the necessary and sufficient technical, human, and cognitive qualifications for this task.

Despite the emergence of concepts such as smart workplace, digital transformation, and industry 4.0, which have caused huge changes in the business environment, human resources are still the most essential resource for the sustainability of organizations. A very key point in managing smart organizations is the excessive focus of managers of such organizations on technology and neglect of the role of human resources. One of the main problems of organizations in today's rapidly changing and rapidly changing world is identifying factors that can affect the emergence of organizational citizenship behavior, which is an emerging phenomenon. While many managers have emphasized reward-based methods such as monthly salary increases, job promotions, etc. as effective factors in the emergence of citizenship behavior, new research shows that psychological factors have more impact on the emergence of such behaviors than rewards. This issue is considered one of the most important challenges in smart organizations; meaning that managers think that by providing hardware and software platforms, they can make the organization excel and succeed. This is while even in smart organizations, human resources are still the main factor in the success/failure of the organization. On the other hand, the research literature shows that no effort has been made to highlight the role of citizenship behaviors in smart organizations, and specifically, no specific model has been developed to develop organizational citizenship behavior in smart organizations. With these explanations and considering this major research gap, the present study designs an organizational support model for developing citizenship behavior in smart organizations.

This research falls under applied studies (pragmatism) in terms of research philosophy. In terms of research approach, it is an inductive study; in terms of strategy, it is conducted with a grounded approach; in terms of method type, it is qualitative and in terms of time, it is conducted cross-sectional. The data collection tool is a semi-structured interview. This research uses a grounded approach. Grounded theory is a strong and inductive research method for discovering new theories. In this method, the researcher does not enter with any predetermined hypothesis about the result and is not concerned with validity or description. Instead, the researcher allows the data he collects to guide his analysis and theory-building, leading to new discoveries. The statistical population includes a group of experts in the fields of public administration, managers of intelligent organizations, and citizen behavior. Sampling was carried out using the snowball method. The sampling of experts in this study continued until the process of exploration and analysis reached a theoretical saturation point. In the present study, semi-structured interviews were used to collect data. After conducting interviews with experts and experts, the interviews were transcribed and then the collected data were analyzed and combined. Data analysis was carried out using the grounded theory method and using MAXQDA software.

Based on the results of the qualitative analysis, six categories of factors were identified, including causal factors (management commitment to employees, psychological ownership, internal branding, ethical leadership, and organizational trust), contextual factors (organizational climate supporting citizenship behavior), intervening factors (organizational bureaucracy), focal phenomena (organizational support based on citizenship behavior), strategies (employee empowerment), and outcomes (satisfaction and career advancement). Based on the identified components, a paradigmatic model of organizational support for the development of citizenship behavior was developed.

Based on the results, an organizational climate that supports citizenship behavior was identified as a contextual condition. A positive work environment improves employee morale, retention, and productivity. This contributes to a better workplace for everyone. The work environment has the potential to significantly impact employee morale, workplace relationships, performance, job satisfaction, and employee health. Based on the results, management commitment to employees, psychological ownership, internal branding, ethical leadership, and organizational trust were identified as contextual factors. Regarding management commitment, it should be stated that the emergence of employee citizenship behaviors is the result of a trade-off between employees and managers, in such a way that if managers show importance to employee concerns, employees are more likely to exhibit citizenship behavior. Regarding psychological ownership, it should be stated that psychological ownership is a situation in which an individual feels ownership of a goal or part of something that can be material or immaterial and says, "It's mine." Psychological ownership represents the emotional and cognitive attachment between an individual and the organization, which affects the individual's behavior and self-perception. Therefore, the sense of psychological ownership can be considered one of the factors that create organizational citizenship behavior. Ethical leadership is also a form of leadership that places great emphasis on moral values, both on the part of managers and employees. Trust is also an inevitable factor in the formation of citizenship behaviors; in such a way that in the absence of trust - even if other environmental conditions are appropriate - organizational citizenship behaviors cannot be expected to occur. Based on the results of the secondary coding of the research, organizational bureaucracy, including indicators of negative attitudes of managers towards employee-centeredness, disregard for job autonomy, lack of employee participation in decision-making, authoritarian leadership, strict focus on hierarchy, focus on traditional management methods, inadequacy of human resource management measures, and lack of intra-organizational relationships were selected as the categories of intervening conditions in presenting an organizational support model for the development of citizenship behavior. Bureaucracy - even if it is necessary to advance the activities of the organization - acts as a very negative factor on employee behaviors; because employees are human beings before they are tools and nuts and bolts of a huge structure called the organization. Based on the results of the secondary coding of the research, employee empowerment including creating a fit between ability and assigned task, resolving the conflict between work and family, work experience and mastering one's profession, and strengthening self-concept were selected as categories of strategies and actions in presenting an organizational support model for developing citizenship behavior.Job satisfaction and advancement were identified as outcomes of organizational support for developing citizenship behavior. The concept of job satisfaction expresses the positive feelings and attitudes that a person has towards his job. When it is said that someone has a high level of job satisfaction; that is, in general, he/she likes his/her job, values it highly and views it positively, and, overall, has a good and favorable feeling towards it. In relation to the background conditions, measures such as intra-organizational communication, employee-centeredness, increasing employee participation in organizational decisions and the accumulation of social capital are suggested. In relation to causal factors, measures such as brand-oriented human resource management, increasing responsibility and accountability, developing and promoting appreciation and encouragement programs, and increasing employee self-awareness and insight are recommended. In relation to the pivotal phenomenon, it is recommended to observe employees' personal considerations, improve the quality of work life, appreciate extra-role behaviors, provide counseling, and strengthen the feedback system. About intervening conditions, it is recommended to reduce organizational hierarchy and strengthen participatory leadership. Concerning strategies, it is recommended to increase employee authority, emphasize teamwork, appreciate employees' innovative ideas, and strengthen participatory decision-making. Regarding consequences, it is recommended to strengthen and update the performance evaluation system, promote organizational promotion based on justice and fairness, and also support more ethical values.