Designing the Model of Organizational Kindness by Grounded Theory Approach

Objective Since hospitals are inherently stressful environments, and hospital employees have a heightened need for kind behavior, promoting a culture of organizational kindness in hospitals is essential. Organizational kindness is a critical issue for all hospitals, as it contributes to creating an image of the hospital as a desirable place to work, positively influencing employees and thereby helping to attract and retain high-potential talent. Competent and talented individuals are drawn to—and will remain in—organizations where they hold a positive perception of the work environment. Therefore, the objective of the present study is to design a model for organizational kindness in hospitals in Herat Province. This study is applied in terms of its purpose and exploratory in nature. Methods The research method is qualitative, grounded in the interpretive paradigm and grounded theory approach. Data were collected through semi-structured interviews with 19 participants selected purposefully, following the theoretical saturation rule. Interview data were analyzed using MAXQDA 2024 software. The validity and reliability of the study were confirmed through established qualitative research criteria. Results After analyzing the data, 572 concepts were identified during the open coding process. Subsequently, 70 subcategories emerged during the axial coding phase, which were grouped into six core categories: causal conditions, phenomenon (core category), contextual conditions, intervening conditions, strategies, and consequences. The result of the interview analysis and three-stage coding was the development of an organizational kindness model for hospitals in Herat Province. In this model, causal conditions were identified in two domains: individual dimensions (such as maturity and literacy level, personality traits, and mental health), and organizational factors (such as organizational climate, organizational goals, and legal jurisdiction of individuals). The core phenomenon of organizational kindness was found to consist of three main components: cognitive kindness, emotional kindness, and behavioral kindness. Contextual conditions were categorized into individual factors (e.g., individuals’ capacity to accept and support kindness) and organizational factors (e.g., appropriate and participatory organizational structures, a rich culture of kindness, organizational justice, supportive and motivating factors, and work-life balance). Intervening conditions affecting organizational kindness include individual factors (e.g., emotional exhaustion and family problems), organizational factors (e.g., flawed competitive systems, organizational inertia, poor leadership, organizational injustice, and chauvinism), and external factors beyond the organization (e.g., socio-cultural, economic, and political influences). Strategies for promoting organizational kindness were identified at three levels: Individual level: self-management and other-management strategies Group level: effective group formation and establishment of group norms Organizational level: HR actions, building organizational trust, reengineering structures and processes, training programs, supportive policies, fostering a kindness-oriented culture, managing leisure time, leadership role modeling, and conflict resolution strategies The consequences of organizational kindness were observed across four levels: Individual level: personal development and enhanced well-being Group level: group synergy and knowledge sharing Organizational level: increased job satisfaction, stronger employee engagement and belonging, improved conflict management, reduced burnout, enhanced creativity and innovation, decreased turnover intentions, reduced job stress, higher organizational commitment, more organizational citizenship behavior, better organizational health, improved customer satisfaction, and increased productivity Intra-organizational level: overflow of kindness to the broader society and other organizations. Conclusion The findings of this study can enhance managers' awareness of the importance of organizational kindness in hospitals and deepen their understanding of the key factors that affect kindness in organizational settings. Identifying the causal and contextual conditions of organizational kindness offers a strong foundation for planning and implementing strategies to foster and manage this positive phenomenon. Furthermore, by recognizing the potential outcomes of organizational kindness, managers may better appreciate its value and become more proactive in creating an environment where kindness is practiced and encouraged.