Consequences of Using Showcase Performance Style in Public Organizations

The present study seeks to identify and investigate the consequences of using showcase performance style in public organizations in Mazandaran province. This research is a combination of research (qualitative and quantitative). In the qualitative part, the grounded theory is used. In order to collect data, in-depth interviews were conducted with managers and employees of public organizations in Mazandaran province using theoretical sampling using snowball technique. Over time, the researcher subtly observed the behaviors of people who had a showcase function in order to obtain richer data. Showcase performance style support theories have also been used. This process continued until the responses reached saturation (with 14 interviews, 6 observations, and 7 support theories). In the quantitative part of the research, structural equation modeling was used to perform statistical analysis to test the obtained data. From the analysis and coding of data (qualitative) and using the method of structural equations (quantitative), two categories and six subcategories were identified as consequences of using the showcase performance style. The two main categories are: organizational consequences and individual consequences. And subcategories such as reducing productivity and efficiency, increasing corruption and reducing creativity and innovation, reducing job satisfaction, reducing job motivation and reducing employee Spirit.