Document Type : Original Article (Qualitative)
Authors
1
PhD Student,Department of Public Administration, UAE.C, Islamic Azad University, Dubai, United Arab Emirates
2
Department of Public Administration, Shk.c, Islamic Azad University, Shahrekord, Iran
3
Department of Human Resources Managment, Amin University of Law Enforcement Sciences, Tehran, Iran
10.22034/jmep.2026.590048.1687
Abstract
The aim of this study was to use a document analysis approach in designing a model of employees’ social action. In terms of purpose, the study was applied research; in terms of method, it fell within descriptive studies with a correlational approach; and in terms of implementation, it was qualitative in nature. The statistical population consisted of 11 experts. Data were collected through semi-structured interviews. For data analysis, content analysis and MAXQDA 2020 software were employed.The findings showed that employees’ social action is a multidimensional phenomenon shaped by justice, trust, organizational culture, and organizational identity. Contextual conditions such as organizational structure and culture, the level of autonomy, and communication channels, as well as intervening conditions such as pressures, burnout, and institutional monitoring, play a decisive role in the emergence of social action. The proposed strategies for promoting social action include strengthening social capital, empowering employees, and institutionalizing justice and organizational transparency. The ultimate outcomes of these actions are increased job satisfaction, organizational commitment, creativity, and the organization’s cultural capital. The results of this study can serve as a practical and theoretical guide for organizations and managers in improving social interactions and responsible employee behavior.
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