Designing a Paradigmatic Model of Human Governance in the Provincial General Directorates of Standard in Region Three of the Country

Abstract

This study aimed to design a paradigmatic model of human governance tailored to the organizational requirements, conditions, and characteristics of the Provincial General Directorates of Standard in Region Three of the country. This qualitative study was conducted within an interpretivist paradigm using a grounded theory strategy. The participants comprised 15 experts and managers from the Provincial General Directorates of Standard in Region Three, selected through purposive and snowball sampling, with recruitment continuing until theoretical saturation was achieved. Data were collected through in-depth, semi-structured interviews lasting approximately 90 minutes and were transcribed verbatim. Data analysis followed Strauss and Corbin’s three-stage procedure of open, axial, and selective coding. Data triangulation, member checking, and constant comparison were employed to enhance credibility, while MAXQDA 2020 was used for data organization and analysis. The analysis resulted in a paradigmatic model comprising six interrelated dimensions: causal conditions, the core category, strategies, consequences, contextual conditions, and intervening conditions. The core category reflected competency-based human governance grounded in human-centeredness, human dignity, and attention to human values and needs. Major causal conditions included education and empowerment, leadership and commitment, efficiency and effectiveness, participation, appropriate organizational structures and processes, and a human-value-oriented organizational culture. The principal strategies involved institutionalizing human values, strengthening planning and monitoring, promoting organizational participation and dialogue, reforming structures and processes, developing leadership and human resources, employing information technologies, and providing continuous education. These strategies were associated with enhanced justice and transparency, greater public trust, improved organizational performance, stronger employee motivation, job satisfaction and organizational commitment, and improved service quality and customer satisfaction. Political, cultural, legal, financial, environmental, human-resource, communication, and managerial factors were also identified as conditions capable of facilitating or constraining implementation of the model. The proposed model indicates that effective human governance requires the integration of competency, human dignity, and human values with transparent structures, participatory leadership, human resource development, and accountable organizational mechanisms, thereby providing a practical framework for improving governance quality, organizational performance, and employees’ quality of working life.