This study aimed to conceptualize organizational slavery by tracing the manifestations of modern slavery within Parsian Gas Refinery. In terms of purpose, the study was applied and developmental and was designed and conducted using an exploratory mixed-methods approach comprising qualitative and quantitative phases. The qualitative participants included theoretical experts and experienced professionals from Parsian Gas Refinery. Using purposive sampling, theoretical saturation was achieved with 18 participants. The statistical population of the quantitative phase comprised 384 employees of Parsian Gas Refinery. Qualitative data were collected through semi-structured interviews and analyzed using the grounded theory approach in MAXQDA. The trustworthiness of the qualitative phase was established based on Lincoln and Guba’s four criteria, while coding reliability was confirmed by a Holsti inter-coder agreement coefficient of 0.870. The quantitative phase was conducted using partial least squares structural equation modeling in SmartPLS. Convergent validity was confirmed by average variance extracted values ranging from 0.548 to 0.664, all exceeding the acceptable threshold of 0.50. Instrument reliability was satisfactory, with Cronbach’s alpha coefficients ranging from 0.746 to 0.835, composite reliability coefficients from 0.809 to 0.879, and rho coefficients from 0.747 to 0.835. The findings Research indicates that organizational slavery originates from a foundation consisting of organizational dictatorship, power concentration, and unilateral influence, directly leading to modern subjugation. Modern subjugation is characterized by structural powerlessness, erosion of professional authority, and imposed dependence, and is intensified within a context of control-oriented culture, survival competition, and organizational bullying. Potential reference points such as ineffective legal protections and social pressures further consolidate this condition. In response, mechanisms including master-servant thinking and intensified control patterns become activated, ultimately resulting in imposed obedience, psychological erosion, and the formation of a negative organizational image.