فهرست مطالب عبدالرحیم خداجو

Relying on theories of social exchange and social cohesion، the aim of this study was to explain the relationship between "management"، diversity and performance of athletes، with the mediating role of justice in the clubs of the Iranian Football Premier League. This research was applied in terms of purpose، based on data collection، it was descriptive-survey. The statistical population was all the players of the teams present in the Premier Football League (N = 480) which were determined using Cochran's formula 214 people and were selected by available sampling method. Standard questionnaires were used to collect data. The validity and reliability of the questionnaire were confirmed using appropriate indicators. Structural equation modeling in AMOS software was used to analyze the data. Findings showed that diversity management and organizational justice have a positive and significant effect on sports performance and these two variables can predict 41% of its changes. Diversity management also affect the perceived justice. On the other hand، perceived justice can play a mediating role in the relationship between diversity management and sports performance، ie it can transfer some of the impact of diversity management on sports performance.

In order to benefit and optimize the performance of players, one of the strategies of managers is to use effective diversity management, so the main purpose of this study was to provide a multi-level model of effective diversity management in Iranian Football Premier League clubs.

This research is applied in terms of purpose and in terms of method, it is a sequential mix. The statistical population included researches available in reputable scientific databases in the field of diversity management as well as professors, managers, coaches and players. The sampling method was purposeful and the identification of factors was done by meta-combination method and determining the relationships between them with the help of interpretive structural modeling.

The results showed that effective diversity management is classified into 4 levels: individual, team, club and social. This model includes 8 types of outcomes at the individual level including efficiency and effectiveness, growth and development, welfare and well-being, lack of identity concern, commitment and responsibility, higher self-efficacy, increased motivation, effort, satisfaction and loyalty. At the club level, it also includes four factors: communication and coordination, fair behavior, integration of differences and team cohesion, and participation in tactical decision-making. At the club level, it has referred to the policies and processes of club management, and at the social level, it has identified factors such as legislation, socio-economic status and culture.

Football clubs in Iran should focus more on the principles of diversity management at different individual, team, club and social levels