Whistling policy model for organizational growth (Case study: Social Security Organization)

The sustainability and development of organizations depends on aligning with rapid changes, development and growth, because rapid changes and environmental changes make organizational improvement and growth inevitable in various situations.

The purpose of this study is to design a whistling policy model for organizational growth in the Social Security Organization.

This research is developmental in terms of purpose. In terms of descriptive-exploratory and qualitative methods and in terms of information collection, it is field and library. The sampling method is purposeful (non-random) and includes 15 experts in the field of management.

In the present study, in the first step, the final indicators of the research were screened and identified. A total of 76 factors have been identified based on the research literature and specialized interviews. Fuzzy Delphi approach was used to screen the indicators and identify the final indicators, and after performing two rounds of Delphi, 66 indicators were extracted.

Dimensions of whistling included moral considerations, personal characteristics, external whistling, formal whistling. Dimensions of organizational growth in the Social Security Organization include health and well-being, organizational structure, assurance of progress, partnership with others, openness and transparency, nurture and authority, feedback, readiness for change, organizational trust.