Background and Objective: In today’s dynamic environment, service organizations, such as electricity distribution companies, face multiple challenges in human resource management and employee performance optimization. In this context, identifying soft and influential factors on organizational behavior—particularly the professional ethics of managers—can play a significant role in enhancing organizational productivity and effectiveness. Accordingly, the present study aimed to identify the factors affecting the professional ethics of human resource managers and to develop a localized model explaining their role in improving employee productivity at the Mashhad Electricity Administration.
Methods: This study is applied-developmental in terms of objective and qualitative in terms of data collection. Participants were selected from the managers of Mashhad Electricity Administration using purposive sampling. Semi-structured interviews were conducted until theoretical saturation was reached, totaling 12 interviews. Data were analyzed using thematic analysis with the aid of MAXQDA software to extract key themes and components.
Findings: The qualitative phase identified five main components influencing managers’ professional ethics: enhancing public trust, improving organizational interaction quality, achieving professional well-being, strengthening commitment and accountability, and promoting performance transparency. These components were presented within a conceptual model.
Conclusion: Attention to professional ethics in human resource management, beyond being a value-based requirement, serves as a strategic approach to improving organizational performance. The findings of this study can provide a scientific framework for managers and policymakers in the electricity industry and similar service organizations, enabling them to take effective steps toward enhancing productivity and organizational excellence through targeted planning and fostering an ethics-based organizational culture.