Designing Internal Relationships Among the Dimensions of Organizational Attractiveness in Iran’s Public Sector Using Interpretive Structural Modeling
Keywords:
Organizational attractiveness, professional and structural development, Iranian public sector, interpretive structural modeling (ISM)Abstract
This study aimed to design the internal and hierarchical relationships among the dimensions of organizational attractiveness in Iran’s public sector using interpretive structural modeling. This applied study employed a descriptive-survey design. The statistical population consisted of public administration experts who had conducted research on organizational attractiveness. Using purposive sampling, 12 experts were selected. Data were collected through a pairwise comparison questionnaire based on the interpretive structural modeling approach. The data analysis process included forming the structural self-interaction matrix, converting it into the initial and final reachability matrices, determining the driving power and dependence of each dimension, leveling the variables, and finally drawing the interpretive structural model. The interpretive structural modeling results indicated that the “professional and structural development” dimension was positioned at the third and lowest level of the model, functioning as the foundational driver with the strongest influence on the other dimensions. The “economic-livelihood” and “psychological-value” dimensions were located at the second level and showed a reciprocal relationship. The “institutional credibility and procedural transparency” dimension was placed at the first and highest level of the model and demonstrated the greatest dependence, indicating that it is the final outcome of interactions among the other dimensions. Organizational attractiveness in Iran’s public sector is a multidimensional and hierarchical phenomenon. Strengthening professional development, transparent career paths, continuous learning, digital infrastructure, and merit-based structures can enhance economic, psychological, and institutional dimensions of attractiveness and improve the public sector’s capacity to attract and retain talented human resources.
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Copyright (c) 2025 Hadi Eshaghi (Author); Davood Kiakojouri; Javad Gilanipour, kianoosh Mansor lakoraj (Author)
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