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The purpose of this study is to investigate the effect of organizational goal ambiguity (OGA) on public service motivation (PSM) considering the mediating role of job satisfaction (JS), performance appraisal (PA) and perceived organizational fairness (POF) in the Iranian public sector. This research also seeks to answer this question: to what extent PSM confirmed in Western countries is generalizable to the Iranian public sector?

A survey of 779 employees working in 16 ministries of Iran was administered. Confirmatory factor analysis (CFA) and hierarchical regression were applied to test the model and the mediators.

The results indicate that OGA negatively affects PSM, and this relationship is mediated by JS, PA and POF. Furthermore, the research findings have varied across ministries, contract type, positions and gender. Most importantly, the generalizability of the PSM construct is limited in the public sector of Iran since two of four dimensions of PSM were confirmed, that is, an attraction to public service and self-sacrifice (compassion).

This paper provides managers and decision makers with a clear understanding of the effects of context (including goal ambiguity, the importance of employee's attitudes and HR systems in shaping unique intrinsic motivation for public organizations) on employee's PSM. Also, these findings show how they can manage and motivate employees to engage in PSM. By clarifying organizational goals or making an association between job tasks and higher-level goals, practitioners can stimulate PSM at work.

This paper advances a new and further understanding of antecedent and mediators of PSM in Iran. Also, it provides an explanation of its generalizability and the role of organizational climate in fostering it.

Firms are working in a complex environment in which the updated information increase the pace of precise decision making and reduce the risk of wrong decisions. Therefore, discovering firms’ performance is a major issue. The purpose of this paper is to evaluate the efficiency of Iranian plastic producing companies by using data envelopment analysis (DEA). It also discovers various drivers that significantly affect the efficiency of enterprises.

The authors studied a sample of 17 manufacturing firms to examine the relative efficiency of companies. They, then, evaluated the effects of efficiency drivers and used two methods for these purposes: DEA and bootstrapped Tobit regression model.

The study has shown that two manufacturing firms out of selected 17 are efficient under the Charnes, Cooper, and Rhodes model. Also, nine out of 17 plastic producing companies are productive under the Banker, Charnes, and Cooper model. The results of Tobit regression shows that only two efficiency drivers out of four have a significant positive influence on the efficiency of plastic producing firms.

Considering one industry and country limits the generalizability of the results provided. Besides, data availability has limited the analysis in some parts, particularly in bootstrapped Tobit regression.

The authors listed this section into benchmarking and strategical management; more importantly, the suggestions for improving the chemical industry and its future evolution are presented.

The paper is classified into two issues: the efficiency of plastic producing firms in Iran and evaluating the reason for inefficiency, apart from internal managerial procedures.

To ensure effective national governance, it is essential to enhance employees' well-being in the workplace. Employees with good mental and physical health are more likely to demonstrate a high level of commitment and engagement in advancing public policy objectives, which serve as instruments of public will. A comprehensive understanding of the various effective strategies to improve workplace well-being is indispensable to formulating human resource management policies within the public sector. Therefore, this study aims to uncover and prioritize the key strategies, programs and actions that contribute to enhancing the workplace well-being of public employees in Iran, drawing from their perspectives and experiences.

We conducted a mixed-method study incorporating both qualitative and quantitative phases to recognize and measure these strategies. In the first phase, a qualitative content analysis was carried out based on the perspectives of Iranian public sector employees. In the subsequent phase, a questionnaire derived from the qualitative findings was randomly distributed to 374 employees from 14 public organizations.

Workplace well-being strategies can be summarized according to the level of their importance as follows: employees' well-being through “inter-personal relationship,” “systems,” “technologies,” “structure,” “culture” and “environment” within the organization. These strategies as six themes divided into 13 categories and 60 subcategories of programs and actions to promote employee well-being in the work setting.

The importance of considering employees' perspectives on workplace well-being is highlighted as a crucial aspect, rather than depending exclusively on managerial viewpoints for the implementation of well-being initiatives. Adopting an integrated and holistic approach to workplace well-being through strategies, programs and actions is another significant contribution of this study.