Organizational Insentience in the Red Crescent Population: Model Development with a Mixed Methods Approach

Background: Considering the high goals of an organization, one of the most important tasks of organizations is to motivate employees as the strategic assets of the organization. The phenomenon of organizational insentience has been one of the main challenges in recent years and refers to a situation in which employees of the organization are not motivated toward their organizational environment. Accordingly, the present study aims to develop the scale of organizational insentience in the Red Crescent Society of the Islamic Republic of Iran. Methods: The present study was conducted through a mixed method in 2022. The qualitative part has been done using the grounded theory approach and based on semi-structured and in-depth interviews with 21 experts selected through purposive and snowball samplings. Furthermore, the quantitative part has been done by the structural equations modeling with partial least squares approach and Smart PLS3 software. The statistical population of the research in the quantitative part included all the executives (110 people) of the Tehran Red Crescent Organization. With a random sampling method based on Cochran formula, 85 people were selected, and for further confidence and reducing the sampling error, 90 individuals were selected for the sample. To collect data in a quantitative part, the researcher-made questionnaire regarding organizational insentience derived from the research model was used. It included 34 items in the form of a 5-point Likert scale. The reliability of the questionnaire was assessed through Cronbach's alpha coefficient, and combined reliability and validity were assessed through the construct validity method, both of which were confirmed based on the results. Results: In the qualitative part, after 3 stages of open, central and selective coding, the research model including 6 main categories (central category; causal, intervening, and background conditions; strategies and consequences of organizational insentience) and 29 sub-categories were presented. The results of the quantitative part showed that causal conditions with a significant value of (0.001) and path coefficient of (0.725) had a significant and positive effect on the central category, and intervening conditions with a significant value of (0.003) and path coefficient of (0.221), background conditions with a significant value of (0.002) and path coefficient of (0.410) and central category with a significant value of (0.023) and path coefficient of (0.334) had a positive and significant effect on strategies. Moreover, strategies with a significant value of (0.001) and path coefficient of (0.347) had a positive and significant effect on the individual and organizational consequences of insentience in Tehran Red Crescent population. Conclusion: The results demonstrated that the model presented in this study was a suitable model for knowledge and awareness of managers in the field of concepts and categories affecting organizational insentience. Therefore, it is recommended that the managers of the Red Crescent Society use the model presented in this study to minimize the phenomenon of organizational insentience and increase employees' productivity.