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Providing a model for understanding the phenomenon of employees' laziness among Iranian governmental organizations

The present study was to provide a model for understanding the phenomenon of employees' laziness among Iranian governmental organizations. This research is an applied one in terms of purpose and an exploratory-survey one in terms of approach. The statistical population of the research was selected among a group of experts in human resource composed of executive directors specializing in human resources who were interviewed in-depth. This selection and conduct of the interview continued until the theoretical saturation, and then stopped. In this study, the snowball sampling method was used. In this way, the first expert was selected according to initial investigations and surveys of the honorable supervisor. After completing the interview with the first person, he was asked to introduce other expert or experts who may be experts in the field of employees' laziness and contribute to the richness of the research model. This process continued until the researcher theoretical saturation. Eventually, 16 experts were interviewed. In this research, since the grounded theory method was used, the main tools for data collection were in-depth and unstructured interviews with human resources experts. Finally, after three stages coding include open, axial and selective, a conceptual model of research was designed based on the paradigmatic model.


Introduction
Today, the most important and valuable asset of any organization is its employees, because the success or failure of all management plants depend on its employees. As a result, human capital, which deals with the employment, training and maintenance of employees, now has the best chance of becoming one of the most important management strategies from the margin of organizational strategies. In the perspective of strategic management of human capital, all the knowledge and skills existing in the organization are not considered strategic. Then, determining the types of human capital in the organization and how to apply them as the source of competitive advantage is the first step in this way. Taking a resource-based look at the organization, we find that resources are only valuable to us when they cause increasing efficiency and allow us to invest in opportunities and to confront threats. So, in this view, the human capital of the organization create value through the cooperation in reducing costs or improving the services and products for customers (Jazani, 2015). However, many pests are ambushing behind this huge organizational capital. Providing a model for understanding the phenomenon of employees' laziness among Iranian governmental organizations One of the challenges recently faced by organizations is individual laziness in the organization. In an organization in which laziness penetrates, its employees are always put today's work to tomorrow to do small and big affairs in their personal, professional and public life; they leave the decision to others; they wish the changes except from others -without the least action; they do not have the habit of thinking and delay for any selection. Naturally, in such an organization, the amount of production and work efficiency is very low, and there is little interest and willingness to work. Construction proceeds slowly and time is not of real value. In spite of the great importance of organizational laziness, there has not been any research or even a comprehensive paper on organizational laziness in Iran (Sepahvand and Mohammadyari, 2015).employees' laziness is the gap between the intentions of doing work and behavior, and it is mentioned as delaying and replacing the necessary assignments by performing other unnecessary activities. Laziness is to avoid starting and continuing work.
Laziness means not doing work and opposition to work (Sepahvand and Mohammadyari, 2015).
It is difficult to find a comprehensive definition that can cover laziness meaning, and it is close to sloth, indolence (positive meaning), fatigue, idleness, passivity, or even lethargy that stem from Christian thoughts. Two essential elements are distinct in the definition of employees' laziness: first, the employees' laziness is a syndrome that causes many physical and mental harm to the person, and secondly, the person irrationally avoid a particular work or task. Overall, laziness is to delegate something to the future that a person refuses to do for any rational or irrational reason. That is why, the employees' laziness is often associated with psychological distress and suffering (Fayazi, 2009). Recent studies have also shown that employees' laziness has a negative impact on their productivity, physical health, nutritional habits and exercise. employees' laziness is resulted by the absence or lack of motivation. From an organizational perspective, laziness is an enemy of the organization and prevents the growth of productivity and creativity. Laziness at work is a targeted delay in starting or completing various job assignments (Wohl, 2010).
According the above mentioned, one of the factors affecting the performance of governmental organizations is the presence of skilled and capable employees. In governmental organizations, most services are provided by human resources and resource mobilization at the level of global standards requires skilled and trained personnel. In technical dimension, employees must have the ability to use new technology and be professional in their job; in the human dimension, employees must be able to interact and communicate in the best way with Mohsen Emamverdi, Hasan Zarei Matin, Seyed Reza Sayed Javadin the clients, and in the perceptual dimension, the human resources must also identify, analyze and solve the clients' problems. In fact, in direction of clients satisfaction, the main point is the speed and accuracy of services provided and the timely fulfillment of obligations by government organizations. In the general policies of the administrative system communicated by the Supreme Leader, out of a total of 26 clauses, in two of them (clauses 11 and 12), increasing effectiveness and efficiency in administrative processes and procedures are considered in order to accelerate and facilitate the provision of national services. Also, in Articles 36 and 90 of the Civil Service Management Act, executive agencies and employees are required to implement the processes and procedures for doing their job to increase human resource productivity and the effectiveness of activities such as speed, accuracy, and so on.
According to the results of the Labor Force Survey in 2011, released by the Statistical Center of Iran, the annual labor productivity per capita in Iran is 800 hours; while it is 2,420 hours in Japan, 1,900 hours in South Korea, 1,660 hours in the United States, 1,330 hours in Turkey, 1,100 hours in Pakistan, 1,700 hours in Germany, and 950 hours in Afghanistan. Statistical Center reports also show that Iran's human resources productivity index is very low compared to countries in the region and East Asia. Initial interviews with many government executives indicated that most of them were struggling with employee's laziness in collection under their management and in their opinion, the employees' laziness has caused various problems, including reducing the clients' satisfaction, increasing the clients' complaints, increasing work stress and tensions between colleagues, and so on. The conducted reviews determined that there has not been comprehensive and complete research on this pervasive problem in Iranian governmental organizations and its various antecedents and aftermath aspects are unclear for mangerss of the country's governmental organizations. So, present study is to answer the following question by designing and implementing a fully scientific and precise methodology: "How is the model for understanding the phenomenon of employees' laziness among Iranian governmental organizations?"

The importance and necessity of research
Postponing works not only results in the loss of efficiency, but also causes regrets and reduces self-confidence. This behavioral style is the easiest way to escape from problems and responsibilities, but its end to hard and full of sorrow, since it makes works more complicated and increases the work pressure, and sometimes it is impossible to do works Providing a model for understanding the phenomenon of employees' laziness among Iranian governmental organizations and compensates resulting from the accumulated and abandoned works. Procrastination is one of the greatest obstacles to progress that does not allow a person to progress in life and work with dynamism and vitality, and he/she always stagnates (Shul, 2013).It is important and necessary to conduct this research both theoretically and practically. Theoretically, given the lack of studies in the field of human resources management for governmental organizations on employees' laziness modeling, this research can partly help to overcome this vacuum and to model it in this regard. Also practically, it seems that the model obtained by this research can show the different aspects of the phenomenon of employees' laziness in governmental organizations more clearly to relevant managers and help them manage, control and reduce this problem. With this regard, this study has sufficient necessity and importance.

Literature review
Sepahvand and Mohammadyari (2015)  Government jobs generally tend to be monotonous, tedious, and boring, which will put employees at job burnout. The monotony of these jobs and the burnout caused by them have negative consequences, including the separation of individual and organizational goals, and resistance to any kind of job change that makes employees feel discouraged, job dissatisfaction and fatigue, and leads the organizational laziness through under-activation, evading work, deferring assigned tasks and lack of sufficient accuracy at works.
Hajizadeh Ebrahimi (2015)  The statistical population of this study included all 1100 employees of this bank. According to the Morgan table, the minimum sample size for this study was 285 people. Sampling method in this study was a systematic random one. Among 400 questionnaires distributed among the employees, 296 questionnaires were usable and the rest were excluded from the analysis. The study was conducted using descriptive-correlational method and a researcher-made questionnaire was used to collect data. Data analysis in this study has shown that social loafing has a negative and significant relationship by sharing and applying knowledge and trust among employees. The results suggest that organizations need to increase trust among employees through sharing and applying knowledge. This will have a significant impact on the reduction of employees' social loafing, and ultimately result in an increase in employee productivity and providing better services for customers. were used. Finally, the results stated that there was a significant relationship between low level job requirements and job burnout, and in addition, there was a significant relationship between job burnout and procrastination.

Research Methodology
The present study is an applied one in terms of purpose and an exploratory-survey one in terms of approach.
In this research, a group of experts in human resource were selected composed of executive directors specializing in human resources who were interviewed in-depth. This selection and conduct of the interview continued until the theoretical saturation, and then stopped. In this study, the snowball sampling method was used. In this way, the first expert was selected according to initial investigations and surveys of the honorable supervisor. After completing the interview with the first person, he was asked to introduce other expert or experts who may be experts in the field of employees' laziness and contribute to the richness of the research model. This process continued until the researcher theoretical saturation. Eventually, 16 experts were interviewed.

Mohsen Emamverdi, Hasan Zarei Matin, Seyed Reza Sayed Javadin
Since the grounded theory method was used, the main tools for data collection were in-depth and unstructured interviews with human resources experts. In these interviews, the researcher tried to ask indirect questions on antecedents and backgrounds of employees laziness, the environmental factors affecting it, the consequences of this phenomenon in organizations and so on, by entering softly to discussion and gaining initial trust of the interviewees, and in this way, get the basic concepts for designing the model.

Open coding
This stage of analysis was dedicated to identifying and extracting the basic concepts of the content of the interviews. Accordingly, after conducting each interview, the researcher extracted and encoded the concepts contained in the interview content with a multiple review of it. Of the total of 16 interviews, 93 basic concepts were extracted. After reviewing and removing repetitive concepts, 49 final concepts were identified, which can be seen in Tables 1-

(It is worth noting that the codes beside the concepts include a Latin word and a number, the
Latin word (in alphabetical order) donates the name of the person interviewed, and the number beside it donates the number of the concept extracted from that particular interview). The employee's behavioral characteristics alignment with the atmosphere and culture of the organizational unit F2 , I5 , K5 The organization's knowledge support of the employee D2, I4 , M2 Doing right and consistent works with organizational goals throughout the day A9 , J5 The employee's belief in that if the client's job is done fast, he/she will not be grateful B4 , H2 , L1 The culture of being committed to job against the culture of dodge the job A6 , D5 , H7 Organization's careful monitoring to prevent laziness and procrastination of employees in doing their job C3 , G2 , J1

Axial coding and selective coding
At this stage, we tried to create a more general category called "categories" with a deep attention to identified concepts and specifying similarities and differences between them, and to put congruent concepts in these more general categories. The result of this process was the identification of 18 main categories, which can be seen in Table 2, along with the related concepts: The employee's ability to manage mental and psychological problems during work The employee's healthy and happy family life outside the organization The employee's satisfaction with the manager The employee's job satisfaction 7 The employee's satisfaction with colleagues The employee's satisfaction with salary policies Perceived organizational justice by employee The employee's physical fitness conditions to complete full-time working hours The employee's suitable physical conditions 8 No acute and chronic illness for employee The employee's belief in that if the client's job is done fast, he/she will not be grateful The employees' laziness in organizational matters 9 The employee's belief in that he/she will be given more jobs if the organization's tasks are carried out promptly The employee's very low useful working time during a day The senior management's attention to the laziness and procrastination of employees in doing organizational works Organizational factors 10 The organizational policies and strategies to combat employees' laziness and procrastination Organization's careful monitoring to prevent laziness and procrastination of employees in doing their job The employee's personality characteristics consistency with his/her role in the organization Job fitness with employee's personality 11 The employee's behavioral characteristics alignment with the atmosphere and culture of the organizational unit Fairness of the payroll system Reform of the services compensation system 12 Considering bonuses for efficient employees In this stage of analysis, the next important step was to put the identified categories on the paradigmatic model. A paradigmatic model helps the researcher know how to put categories.
The general structure of the paradigmatic model can be seen in Fig. 1.

Conclusion
In this section, each dimension of the paradigmatic model is discussed and the related categories are introduced: The main category (axial) is an idea, an incident or an event in which concepts and categories are created base on its axis. In this research, and given the goals and categories identified, the category of "laziness and procrastination in doing of organizational works" was considered as the main category. That is the core of the conceptual model is to focus on the phenomenon of laziness and procrastination in doing of organizational works.
Causal conditions: are the set of conditions that led to the emergence of the phenomenon.
Categories related to this dimension was determined as follows: • Employee's organizational commitment: This category refers to the fact that the employees' commitment of the manager, to the client, and to their colleagues may be considered as one of the factors contributing to laziness and procrastination in organizational works.
• The quality of the employee's relationship with the manager: this category refers to this that the type of relationship and the degree of employee's intimacy with his direct manager could possibly be one of the factors contributing to laziness and procrastination in organizational works.

•
The employee's mental and psychological conditions: This category refers to the fact that the employee's mental and psychological conditions, the quality of personal life, and the ability to manage mental and psychological challenges can be considered as one of the factors contributing to laziness and procrastination in organizational works.
• The employee's job satisfaction: This category refers to this that employee's satisfaction with the manager, colleagues and organizational justice may be considered as one of the factors contributing to laziness and procrastination in organizational works.
• Job fitness with employee's personality: This category refers to the fact that the fitness and consistency of the employee's personality and morale with job and organizational role may be considered as one of the factors contributing to laziness and procrastination in organizational works.
• Work experience: This category refers to the fact that some of the senior employees, considering their work experience and familiarity with the organization, believe that their efforts have not been well seen by managers during these years and this factor could possibly be one of the factors contributing to laziness and procrastination in organizational works.
Providing a model for understanding the phenomenon of employees' laziness among Iranian governmental organizations • Leadership Style: This category refers to this that the extent to which employee participate in decision-making, and employees' appropriate guidance by managers is likely to be one of the factors contributing to laziness and procrastination in organizational works.
Ground: Represents the special circumstances in which the phenomenon (main category) is located. Ground also includes the characteristics of the original category. In the present study, according to the goals and categories identified, the category of "organizational factors" and "governmental factors" were considered as the ground categories. Organizational factors refer to the view of senior management of the organization, policies and macro strategies, as well as the organization's regulatory system on employees' laziness in organizational works.
Also, governmental factors refer to laws and regulations as well as the work effects associated with the employee.
Environmental conditions: Are extended structural field and external factors that can affect the main category. In this study, according the goals and categories identified, the category "cultural, social and economic factors of society" was considered as an environmental category. This means that social, cultural and economic conditions governing the governmental organizations and society can probably be considered as one of the factors contributing to laziness and procrastination in organizational works.
Strategies: A specific set of strategies or actions is possible in a given background and with specific mediator conditions. In fact, strategies are actions that can turn the main category into consequences. In this research, given to the goals and categories identified, the categories of "employee empowerment", "reform of the services compensation system" and "employees' motivation" were considered as strategic categories. Employee empowerment means that intellectual and knowledge support for employees may be considered as one of the factors contributing to laziness and procrastination in organizational works. reform of the services compensation system did not mean that the lack of an efficient and motivational payroll system is likely to be one of the factors contributing to laziness and procrastination in organizational works. The employees' motivation, both materially and spiritually, can affect the employees' laziness in organizational works.
Consequences: It refers to the consequences of the realization of a axial category in the context of the causal, environmental, and ground conditions and through specific strategies. In the present study, according to the goals and categories identified, the categories Mohsen Emamverdi, Hasan Zarei Matin, Seyed Reza Sayed Javadin of "employee's job productivity" and "organizational productivity" were considered as consequential categories.
The next step was to put the categories in a paradigmatic model that caused the identification of the conceptual model of the research. The main structure of the model can be seen in Fig. 2.

Figure 2: Conceptual model of research
In this regard, according to the experience gained in this research, future researchers are suggested to take stapes to explain the conceptual model derived from this research in a vast community and try to test the conceptual model of this study using quantitative methods such as structural equation modeling.