The aim of the article is to present a model of organizational indifference management for employees of state-owned banks, the case study of the Export Development Bank of Iran. The research method is qualitative in terms of the nature of the data, and the research strategy is mixed phenomenology (descriptive-interpretive). The research is exploratory and its main goal is to identify the factors affecting the management of organizational indifference. In order to achieve theoretical saturation, a number of experts, managers, and experts in the banking system, as well as those suffering from the issue of organizational indifference, were interviewed through snowball sampling. The results of the article are that the factors affecting organizational indifference were divided into three main categories, including structural factors, behavioral factors, and finally environmental factors. Structural factors refer to organizational arrangements and management actions related to organizational mechanisms in order to prevent and respond to the occurrence of indifference behaviors among employees, which of course can be classified as both positive and negative structural factors. The second factor is behavioral, which oversees a set of factors that control the individual and psychological characteristics of employees and, from a cognitive perspective, help the organization manage organizational indifference. Finally, environmental factors oversee a set of factors that are formed from outside the organization and at the forefront of organizational decision-making; these factors include policies, objectives, laws, regulations, and guidelines that formally guide and direct managers in managing employee indifference.