Isomorphic imitation, as a latent yet influential mechanism, can contribute to the formation of ineffective human resource policies in organizations through widespread and uncritical adoption of policies, thereby challenging paths of transformation and innovation—particularly in public organizations where normative and legal pressures are more pronounced. The present study aims to develop a model of ineffective human resource policies from an isomorphic perspective. This research is qualitative in nature and was conducted using thematic analysis. The study population consisted of managers in public organizations and university faculty members, from whom 21 participants were selected through purposive sampling based on the principle of theoretical sufficiency. Data were collected through semi-structured interviews and analyzed using Braun and Clarke’s six-phase framework. The findings led to the identification and development of a model that explicates the drivers of isomorphism, types of ineffective human resource policies, organizational barriers and constraints, and the consequences of isomorphic imitation in public organizations. In addition, strategies for correcting the cycle of policy formation were identified, each playing a distinct role in mitigating the negative effects of isomorphism and improving the effectiveness of human resource policies