DESIGNING AN ORGANIZATIONAL RESPECT MODEL (THE CASE OF: IRAQI MINISTRY OF INTERIOR IN BAGHDAD)

Abstract

The present study was conducted with the aim of designing a model of organizational respect in the Ministry of Interior in Baghdad, Iraq. This research is applied in purpose and employs a mixed-methods (qualitative and quantitative) approach. In the qualitative phase, the theoretical population consisted of 20 academic experts with relevant scientific backgrounds and practical experience in the Ministry of Interior in Baghdad. Data were collected through semi-structured interviews and analyzed using the grounded theory approach in three stages: open coding, axial coding, and selective coding. Content validity index (CVI) and content validity ratio (CVR) were used to assess the validity of the qualitative phase, and test-retest was used for reliability. The results of this phase indicated that causal factors fall into three categories: managerial, occupational, and organizational factors. Core factors were related to managerial, organizational, recruitment and training strategies, and incentives. Contextual factors included social and economic dimensions, while intervening factors comprised demographic, personality, and psychological characteristics. Ultimately, outcomes were categorized into work environment and communication, job outcomes, and organizational outcomes. In the quantitative phase, a researcher-made questionnaire was developed to test the conceptual model, and its validity and reliability were confirmed by a Cronbach’s alpha coefficient of 0.85, acceptable factor loadings, and content validity indices. The statistical population included all employees of the Iraqi Ministry of Interior, of whom 350 were selected as a sample, and the questionnaires were distributed among them. The designed model was tested using AMOS software and the structural equation modeling (SEM) method. The results of the quantitative phase supported the validity of the model designed in the qualitative phase and confirmed all research hypotheses. However, the negative coefficient observed between the core phenomenon and organizational respect strategies among the employees of the Iraqi Ministry of Interior indicates a weak inverse relationship between these two variables. This result can be interpreted in light of specific organizational and cultural factors of the Ministry, including managerial practices, hierarchical structures, or employee perceptions of organizational respect. Practical recommendations for managers and suggestions for future research are also provided.