جستجوی مقالات مرتبط با کلیدواژه « عوامل شغلی » در نشریات گروه « تربیت بدنی »

Current organizations facing with increasing, complexity and unpredictability of changes and their survival in a changing and competitive environment depends on their ability to develop employees. The main purpose of this study was to design a human resource development model for the Ministry of Sports and Youth. The study was done in the framework of qualitative approach with applied purpose. The statistical population consisted academic, managerial and executive experts who were identified using Snowball sampling method. They were interviewed in a qualitative semi-structured pattern that was conducted in prior coordination with experts. Interviews continued until the stage of theoretical saturation (n = 14). Thematic analysis (theme) technique was used to data analyzes. To ensure the validity of the research, reviewing the method by samples (interviewees) and the multilateralization of data sources were performed and to calculate the reliability of the performed codlings, retest reliability and intra-subject agreement reliability (agreement between two coder) methods were used. After implementing the content of the interviews and their preliminary analysis, the initial codes or concepts were identified and in order to achieve the main categories, similar codes were placed in a category. Findings showed that the most important factors in human resource development in the Ministry of Sports and Youth include organizational, job and individual factors and also human resource development strategies. Implementing this model can create a systematic structure within the framework of criteria for the staff development of the Sports and Youth Ministry.

The purpose of this study was to design and present a model of the learning organization in the Ministry of Sports and Youth. This research was carried out through, a qualitative approach and grounded theory method. The statistical population consisted of experts in sports management who were familiar with the concept of the learning organization, among whom 14 sport management professors were selected by snowball sampling and interviewed. Data were analyzed through three stages of open coding, axial coding, and selective coding, and then the qualitative research model was designed. The results of the present study identified occupational, individual, and organizational factors as causal factors, and family, managerial, co-workers, and physical environment factors as contextual factors. Moreover, macroeconomic, socio-cultural, and micro factors including organizational structure, organizational culture, organizational climate, and organizational policies were identified as intervening factors. Specific strategies include developing communications, diversifying the organization’s atmosphere, designing jobs, training employees, meeting the needs of employees, employees’ participation in decisions, establishing justice, and meritocracy, providing appropriate equipment and facilities, and appropriate leadership style. The identified outcomes include the development of organizational learning, increasing productivity, employee empowerment, creating new ideas in the field of sports management, and developing sports infrastructure and physical education. Therefore, it is necessary to pay attention to the mentioned causal, contextual, and intervening conditions in order to create a learning organization in the Ministry of Sports and Youth.

The purpose of this study was to design a model of structural equation of learning organization in the Ministry of Sports and youth. The present study is applied-developmental, mixed and descriptive-survey. The statistical population in the qualitative section included experts in the field of sport management who were interviewed using 14 people who purposely selected with snowball method. In the quantitative section of the statistical population, including all experts working in the Ministry of Sports and Youth (N=300), which was determined using the available method based on Morgan table, the statistical sample was determined (n=169). To analyze the qualitative data, the grounded data method and quantitative data were used using structural equation method. Findings in the qualitative part included causal factors, contextual factors, intervening factors and finally strategies and consequences which were presented in the form of a conceptual model. In qualitative part, the results showed that the t value of causal conditions on the main phenomenon was 2/949, background conditions on the strategies were 2/111, intervening conditions on the strategies were 3/352, main phenomenon on the strategies was 2/048 and strategies on the consequences were 5/714, all relationships were confirmed. The results also showed that the research model has a good fit. Therefore, considering the importance of learning organization in the present era that there are extensive changes and threats, learning organization can be a strategy to deal with these conditions. So, managers of the Ministry of Sport and Youth are advised to use the framework of the present study model in order to transform the organization into a learning organization.

To respond appropriately to the changing environment and achieve goals, sports organizations need to develop and nurture the professional skills of their employees. The purpose of this study is to determine the consequences of human resource development on employees' productivity in the Ministry of Sport and Youth. Regarding practical purposes and data collection, this research is descriptive and correlational. The Ministry of Sports and Youth employees are the populations of this study (N = 856) and the sample size was selected using the Cochran formula (n = 268). Researcher-made questionnaire and Hersey-Goldsmith’s productivity questionnaire (1994) were used for data collection. In descriptive statistics, data analysis was performed by mean and standard deviation. In the inferential statistics section, structural equation modeling was performed by PLS and regression methods. Based on the results, human resource development (organizational, occupational, individual, and development strategies) had a positive and significant effect on employee productivity; moreover, development strategies and occupational factors were more prominent. If the Ministry of Sports and Youth seeks to increase the productivity of its employees, it is necessary to pay much attention to the development of human resources as one of the influential factors.

It is the political behavior in today’s competition space that assists enterprises to achieve competition advantage of organizations. The present research aims at studying the relationship between in-organization factors and political behavior emphasizing the intermediary role of perceiving the policy in Sport Ministry and Federations (of football, volleyball, handball, basketball, weight-lifting, wrestling, taekwondo, veterans and disabled). Population of the study includes all staff (1498 people) of the Sport Ministry and Federations among which 705 people were randomly selected as samples. Quantitative data were collected through questionnaire distribution. The staff filled in the questionnaire including Machiavellianism, self-protection, control focus, job independence, feedback, skill diversity, relationship with manager, concentration, formality, cooperation in decision-making, procedural justice and perceiving the policy. The proposed pattern was evaluated by Structural Equation Modeling (SEM) and using software SPSS (19th edition) and PLS. Findings of the research showed that the proposed model was fitted well with data. Findings of the research indicate that the relationship between in-organization factors and political behavior is not significant and the policy perception mediates the relationship between in-organization factors and political behavior. Politics is a true to life in the organizations. Those who are not able to observe their political behavior cannot understand the fact that organization is a political system. Thus, the organizations should lead to the politicization and managers should take necessary attempts toward this importance to reach organizational goals.