Public Administration Perspective

Meritocracy and Its Implementation in Organizations: A Qualitative Study

Document Type : Research Article

Authors

1 Department of Business Management, Faculty of Business and Economics, Persian Gulf University, Bushehr, Iran.

2 Department of Business Administration, Faculty of Business and Economics, Persian Gulf University, Bushehr, Iran.

Abstract

Purpose: This study explores the implementation of meritocracy as a fundamental principle of management within organizations. Meritocracy, which centers on selecting and promoting individuals based on their competencies and capabilities, plays a vital role in enhancing organizational performance, increasing productivity, and reducing administrative corruption. However, implementing meritocracy faces various obstacles, and overcoming these challenges is a key concern. This research aims to provide practical strategies for the effective implementation of meritocracy by addressing two central questions: 1) Does the starting stage of the meritocracy cycle influence its success? 2) Does the organizational level at which the meritocracy process begins matter? Addressing these questions can help organizations design and execute meritocracy programs, ultimately improving their effectiveness.
Design/methodology/approach: This research employs a qualitative grounded theory (Glaserian) approach to investigate the phenomenon of meritocracy in organizations. Data was gathered through semi-structured interviews with 16 senior managers from public and semi-public organizations in Khuzestan Province, Iran. Participants were selected using snowball sampling, and the data collection continued until theoretical saturation was achieved. Data analysis involved three stages: open coding, axial coding, and selective coding. Open coding was used to extract initial concepts from the data, axial coding to identify and categorize the relationships between these concepts, and selective coding to form the core research categories and develop the theoretical model.
Research Findings: This research reveals that meritocracy in organizations is a dynamic seven-stage cycle comprising merit perception, merit identification, merit selection, merit acquisition, merit assignment, merit development, and merit retention. Each stage plays a crucial role in the successful implementation of meritocracy. While determining a specific starting point in the cycle is not essential, initiating the meritocracy process at the senior management level is highly important. This importance stems from the key role of senior management in shaping a transparent and fair organizational culture and reducing resistance to change. Furthermore, the research identified eight main categories related to meritocracy: the nature of meritocracy, its components, mechanisms, obstacles, contexts, the roles of employees and managers, and its consequences. Each of these categories explains the various dimensions of meritocracy in organizations.
Limitations & Consequences: This research acknowledges certain limitations that should be considered when interpreting the findings. Firstly, the focus on public and semi-public organizations in Khuzestan Province limits the generalizability of the results to other sectors and regions. Secondly, the study exclusively examines the perspectives of senior managers, omitting the viewpoints of regular employees. Lastly, the influence of external factors such as political and economic changes on the implementation of meritocracy in organizations was not comprehensively analyzed. These limitations can serve as a basis for future research.
Practical Consequences: The findings of this research offer significant practical implications for organizations and their managers. Successful implementation of meritocracy in organizations necessitates establishing and sustaining the meritocracy cycle, which requires strong commitment and support from senior management, the development of transparent, competency-based performance evaluation systems, and fostering an organizational culture that values individuals' competencies and capabilities. Additionally, initiating the meritocracy process at higher organizational levels and utilizing training and awareness programs to mitigate employee resistance to change is essential for the effective, practical implementation of this process.
Innovation or value of the Article: This research contributes to the existing body of knowledge by providing a comprehensive framework for implementing meritocracy in organizations and elucidating the organizational requirements at macro levels. Going beyond the emphasis on the central role of organizational culture and senior management in the successful implementation of meritocracy, this study offers innovative insights that can guide policymakers and organizational managers.
Paper Type: Original Paper
 

Keywords

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Public Administration Perspective
Volume 16, Issue 3 - Serial Number 63
October 2025
Pages 104-127