The objective of this study was to identify and validate the major barriers that hinder merit-based selection and promotion of managers in a key national public organization. The study used a qualitative exploratory design. Nineteen experts participated in semi-structured interviews through snowball sampling, and data were analyzed using a systematic thematic analysis approach. In the validation phase, a three-round Delphi study with twenty experts was conducted. Credibility was ensured through expert review, and reliability was confirmed through a test–retest procedure. The qualitative analysis generated four main themes, twelve sub-themes, and forty-eight indicators. The themes reflected cultural and social barriers, managerial and structural deficiencies, economic and financial challenges, and ethical and professional issues. In the Delphi phase, all sub-themes were validated. The highest-rated barriers included absence of a meritocratic culture, financial misconduct and ineffective resource allocation, and insufficient managerial transparency and accountability. The findings indicate that deviations from merit-based management stem from a combination of cultural, structural, financial, and ethical challenges. Addressing these issues requires systemic reforms such as transparent selection mechanisms, strengthened accountability structures, enhanced oversight, and comprehensive redesign of human resource processes.