Organizational, cultural, and social factors affecting employees’ lived experience of meritocracy

Background: Employees are the driving force behind economic growth and development. Creativity, innovation, and enhancing employee competencies in various fields require the presence of human capital. Given this, the main objective of the study was to examine the lived experiences of Bank Melli employees regarding meritocracy and the factors influencing it. Methodology: This study was qualitative in nature and was based on the grounded theory method. The target population included all employees of Bank Melli in Kerman (2024). Using purposive sampling, 17 participants were selected based on: (1) ≥3 years of experience, (2) direct roles in customer service/digital banking, and (3) willingness to participate. Selection ensured diversity in roles (tellers, managers, IT) and gender. Semi-structured interviews were employed as the data collection tool. To ensure reliability, three methods were applied: member checking, analytical comparisons, and the audit technique. Results: The results identified several influencing factors. Causal conditions included participatory management, skill enhancement, and administrative system integrity. Contextual conditions included a culture of competency, scientific and technological education, and a culture of accountability. Intervening conditions encompassed adherence to job regulations, motivation, and the desire for career advancement. Organizational talent development was identified as a key strategy, while job alienation emerged as a significant consequence. Conclusion: Organizational competency requires appropriate social and cultural infrastructures. Without the establishment of a meritocracy and talent development culture at the socio-cultural level, discussions of organizational competency remain ineffective.