نوع مقاله : مقاله پژوهشی
نویسندگان
1 دانشجوی دکتری جامعه المصطفی العالمیه، قم، ایران.
2 دانشیار گروه مدیریت مؤسسه آموزشی و پژوهشی امام خمینی (ره)، قم، ایران.
3 استادیار گروه فرهنگ و مدیریت دانشگاه معارف اسلامی، قم، ایران.
چکیده
کلیدواژه‌ها
عنوان مقاله [English]
نویسندگان [English]
Introduction and Objective: 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.
Method: 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.
Results: 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 Behavior
Dimensions
Components
Causal Variables
Lack of insight, physical problems, personal issues, organizational culture, political behavior, lack of responsibility, lack of work ethic, lack of organizational commitment
Strategic Variables
Strengthening faith, observing piety, specialization, courage or risk-taking, foresight and prudence, punctuality, empowerment, performance indicators, initiative and persistence, justice in distribution
Intervening Variables
Appreciation and reprimand, compensation, eternal reward, earning lawful sustenance
Contextual Variables)
Rules and regulations, job satisfaction, professional ethics
Outcomes and Consequences
Public distrust, material and eternal loss, failure to achieve goals, deprivation of benefits, decline in social status, unhealthy relationships, psychological problems
Discussion and Conclusion: 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.
کلیدواژه‌ها [English]
* قرآن کریم
* نهج‌البلاغه
* The Holy Quran.
* Nahj al-Balagha.
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