Factors affecting the employee-organization relationship with focus on explaining the importance and status of entrepreneurship

Individual-organization relationship is a multi-level phenomenon that cannot be understood without regarding the interactions of the organization and the employees. The issue of the present study is that how state organizations of healthcare sector can implement the recommendations and strategies of improving the relationships of the individual and the organization based on the pattern which has been designed in this qualitative study and indicates the understanding of the existing implicit process in the relationship of the individual and the organization. Following this pattern can help the managers and employees to reduce the tensions of exchange and improve the quality of relationships. The discovery of this pattern has been done through utilizing grounded theory, Straus and Corbin approach, and MAXQDA 2020 Analysis Software. A total of 2343 abstract concepts, 229 sub-categories, and 23 main categories were classified through 17 specialized semi-structured interview from basic raw data. These categories were then linked together in a coding process. Data analysis based on grounded theory shows that the specific context of health, treatment, and medical education, the structure of empowering relationship in the meritocracy, the structure of deterrent relationship in the path of non-meritocracy, and the system of manager competency requirements as superior conditions through eleven action and interaction strategies determine the degree of unity of the goals and interests of the employee and the organization lead to desirable micro-outputs such as the coordination of the official culture of the organization with informal culture of the individual, undesirable micro-outputs such as the rule of unbalanced informal institution, desirable macro-outputs such as scientific self-sufficiency, knowledge commercialization, and elitism, and also undesirable macro-outputs such as bankruptcy and mutual systemic and managerial decline. The results indicate that entrepreneurship is a clear characteristic of managerial competence and determines the proper appointment of manager; on the other hand, in the most important strategies of dealing with the relationship between the employee and the organization, special attention has been paid to it.