The Evolution of Transparency in the Organizational Context: Exploring Factors Influencing Human Resources Management Transparency

Document Type : Research Paper

Authors

1 Ph.D. Candidate, Department of Human Resource Management, Faculty of Management, University of Kharazmi, Tehran, Iran.

2 Associate Prof., Department of Human Resource Management, Faculty of Management, University of Kharazmi, Tehran, Iran.

10.22059/jipa.2026.410395.3864

Abstract

Objective
Corruption is a complex, multidimensional phenomenon that creates serious barriers to development at both national and organizational levels. Among its various forms, administrative corruption has been repeatedly highlighted in prior research as closely linked to deficiencies in transparency. Within the domain of Human Resource Management (HRM), several contextual factors, such as inequities in compensation systems, cultural shortcomings, and inefficient or ambiguous processes, have been cited as contributing conditions that increase the likelihood of corrupt practices. Studies further emphasize that a lack of transparency in HRM not only functions as a direct cause of corruption but also creates fertile ground for its emergence and perpetuation. Given these challenges, the present study aims to identify and explain the core factors that influence transparency in HRM. By analyzing these determinants, the research seeks to provide a foundational framework for improving transparency in HRM processes and reducing the risks associated with non-transparent practices.
Methods
This study utilized a qualitative research design grounded in thematic analysis. To gather in-depth and experience-based insights, semi-structured interviews were conducted with 30 experts who possessed extensive knowledge in human resources and transparency-related issues and who were actively engaged in governmental organizations and public companies. Participants were selected using purposive and snowball sampling techniques to ensure that the interview pool included individuals with comprehensive and relevant expertise. The thematic analysis of the interview data resulted in the extraction of 242 codes. To verify the reliability of the coding process, two measures were employed: the test-retest method (stability index) and inter-coder reliability (reproducibility index). In the test-retest assessment, five interviews were re-evaluated after a 90-day interval, yielding a reliability coefficient of 87 percent. The inter-coder reliability, calculated based on repeated coding by an independent coder, was found to be 89 percent. These results confirm the dependability and consistency of the coding process used in this study.
Results
The thematic analysis revealed that transparency in HRM is shaped by seventeen influential factors (organizing themes). These factors span across multiple levels of the organizational system: five factors at the managerial level, three at the individual level, two at the unit level, three at the organizational level, two at the extra-organizational level, and two at the technical and operational level. From the initial 242 codes derived through open coding, 49 concepts (basic themes) were identified, which were subsequently organized into 17 organizing themes and ultimately consolidated into 6 global themes. These themes collectively illustrate the wide-ranging and interconnected factors that influence transparency within HRM and highlight the significance of each theme in improving or constraining transparency efforts.
Conclusion
The results of this research demonstrate that transparency in HRM is a multifaceted and systemic phenomenon emerging from interactions among managerial, individual, unit-level, organizational, extra-organizational, and technical factors. Achieving transparency requires more than isolated administrative reforms; rather, it necessitates a balanced combination of managerial commitment, individual competencies, effective unit-level collaboration, supportive organizational structures and policies, and environmental and technological enablers. The findings emphasize that transparency should be viewed not merely as a procedural requirement or communication practice but as an evolving process rooted in organizational culture, leadership approaches, and technological capabilities. Multiple factors exert both direct and indirect effects on this process. By identifying these determinants, the study contributes to establishing a basis for developing more transparent HRM systems and provides a pathway for further research and policy development in this domain.

Keywords

Main Subjects

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Journal of Public Administration
Volume 18, Issue 2
2026
Pages 390-424

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