Volume 6, Issue 1 (Spring 2023)
Iranian Journal of Educational Sociology 2023, 6(1): 178-188 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Ghiabi F, Esmaeili M R, Ganjooee F A. (2023). Presenting a Comprehensive Model for Improving the Monitoring System in Sports Organizations with a Mixed Approach. Iranian Journal of Educational Sociology. 6(1), 178-188. doi:10.61186/ijes.6.1.178
URL: http://iase-idje.ir/article-1-1243-en.html
URL: http://iase-idje.ir/article-1-1243-en.html
1- PhD student, Sports Management Department, Central Tehran Branch, Islamic Azad University, Tehran, Iran.
2- Associate Professor, Department of Physical Education, Central Tehran Branch, Islamic Azad University, Tehran, Iran (Corresponding Author).
3- Associate Professor, Department of Physical Education, Central Tehran Branch, Islamic Azad University, Tehran, Iran.
2- Associate Professor, Department of Physical Education, Central Tehran Branch, Islamic Azad University, Tehran, Iran (Corresponding Author).
3- Associate Professor, Department of Physical Education, Central Tehran Branch, Islamic Azad University, Tehran, Iran.
Abstract: (960 Views)
Purpose: The monitoring system in sports organizations plays an important role in improving their quality. Therefore, the aim of this study was to provide a comprehensive model for improving the monitoring system in sports organizations with a mixed approach.
Methodology: In terms of purpose, the research was applied and in terms of the data collection method, it was mixed and exploratory. In the qualitative phase, the sample was 16 faculty members and experts related to the field of sports management, who were selected by purposive sampling. In the quantitative phase, the sample was 200 employees of sports organizations who were selected by multi-stage cluster sampling method. Data were collected by semi-structured interviews and researcher-made questionnaires and analyzed by coding methods and structural equation modeling.
Findings: The findings of the qualitative phase showed that the comprehensive model for improving the monitoring system in sports organizations has 69 open codes in the form of 10 main categories, including productivity, administrative health, individual platforms, transparency, superstructure, infrastructure, continuous evaluation, intra-organization, extra-organization, general supervision, special And he was smart. The findings of the quantitative phase showed that for the comprehensive model of the improvement of the monitoring system in sports organizations, 9 components including productivity, administrative health, individual platforms, transparency, superstructure, infrastructure, continuous evaluation, intra-organizational, extra-organizational, were identified, the factor loadings of which were all higher than 0.40, the average The extracted variance was all higher than 0.50 and the reliability was higher than 0.80. Also, the mentioned model had a good fit and the effects were significant.
Conclusion: The identified categories and components for the comprehensive model of improving the monitoring system in sports organizations can help the officials of sports organizations in providing solutions to improve the activities of the organization.
Methodology: In terms of purpose, the research was applied and in terms of the data collection method, it was mixed and exploratory. In the qualitative phase, the sample was 16 faculty members and experts related to the field of sports management, who were selected by purposive sampling. In the quantitative phase, the sample was 200 employees of sports organizations who were selected by multi-stage cluster sampling method. Data were collected by semi-structured interviews and researcher-made questionnaires and analyzed by coding methods and structural equation modeling.
Findings: The findings of the qualitative phase showed that the comprehensive model for improving the monitoring system in sports organizations has 69 open codes in the form of 10 main categories, including productivity, administrative health, individual platforms, transparency, superstructure, infrastructure, continuous evaluation, intra-organization, extra-organization, general supervision, special And he was smart. The findings of the quantitative phase showed that for the comprehensive model of the improvement of the monitoring system in sports organizations, 9 components including productivity, administrative health, individual platforms, transparency, superstructure, infrastructure, continuous evaluation, intra-organizational, extra-organizational, were identified, the factor loadings of which were all higher than 0.40, the average The extracted variance was all higher than 0.50 and the reliability was higher than 0.80. Also, the mentioned model had a good fit and the effects were significant.
Conclusion: The identified categories and components for the comprehensive model of improving the monitoring system in sports organizations can help the officials of sports organizations in providing solutions to improve the activities of the organization.
Type of Study: Research Article |
Subject:
Special
Received: 2022/11/10 | Accepted: 2023/02/7 | Published: 2023/05/31
Received: 2022/11/10 | Accepted: 2023/02/7 | Published: 2023/05/31
References
1. Adhikara MA, Diana N, Basjir M. (2022). Organizational performance in environmental uncertainty on the Indonesian healthcare industry: A path analysis. Academic Journal of Interdisciplinary Studies. 11(2): 365-365. [DOI:10.36941/ajis-2022-0058]
2. Al-Habsi N, Madbouly A. (2021). The effect of performance appraisal systems on employees and organizations in Omani private and governmental institutions. Journal of Finance, Business and Management Studies. 1(1): 31-42. [DOI:10.26713/jfbms.v1i1.1753]
3. Aziziani M, Mahmoudi A, Mehri S, Hemti Afif A. (2021). Identifying the challenges facing athletes in championship sports in selected individual disciplines (A phenomenological approach). Sports Management Studies. 13(70): 329-361. [Persian]
4. Baron JN, Bielby WT. (2018). Organizational barriers to gender equality: Sex segregation of jobs and opportunities. In Gender and the Life Course: Routledge Publisher. [DOI:10.4324/9781351329040-14]
5. Chen Y, Ma Y. (2021). Financing constraints, internal control quality and cost stickiness. Journal of Business Economics and Management. 22(5): 1231-1251. [DOI:10.3846/jbem.2021.14878]
6. Costa S, Daher P, Neves P, Velez MJ. (2022). The interplay between ethical leadership and supervisor organizational embodiment on organizational identification and extra-role performance. European Journal of Work and Organizational Psychology. 31(2): 214-225. [DOI:10.1080/1359432X.2021.1952988]
7. Cousins JB. (2021). Organizational consequences of participatory evaluation: School district case study. Organizational Learning in Schools: Taylor & Francis Publisher. [DOI:10.1201/9781003077459-8]
8. Dekker H, Donada C, Mothe C, Nogatchewsky G. (2019). Boundary spanner relational behavior and inter-organizational control in supply chain relationships. Industrial Marketing Management. 77: 143-154. [DOI:10.1016/j.indmarman.2018.11.010]
9. Farhadinejad M, Ain Ali M, Bagheri Qarabalag H. (2020). A reflection on conscious silence: analysis of the role of culture on employee performance and organizational communication (Case study: government organizations of Semnan city). Scientific Quarterly of Government Organizations Management. 8(2): 11-24. [Persian]
10. Fraidlin A, McElroy A, Moses KA, Jenssen K, Van Stratton JE. (2022). Designing a successful supervision journey: Recommendations and resources for new BCBA supervisors. Behavior Analysis in Practice. 2022: 1-14. [DOI:10.1007/s40617-022-00728-2] [PMID] []
11. Harenstam A, Pousette A, Berntson E. (2022). Improving organizational and working conditions for managers in the Swedish public sector: A conceptual model and evaluation of interventions. Economic and Industrial Democracy. 43(1): 72-97. [DOI:10.1177/0143831X19883017]
12. Hirschi A, Spurk D. (2021). Ambitious employees: Why and when ambition relates to performance and organizational commitment. Journal of Vocational Behavior. 127: 103576. [DOI:10.1016/j.jvb.2021.103576]
13. Huang P, Jiao Y, Li S. (2022). Impact of internal control quality on the information content of social responsibility reports: A study based on text Similarity-Evidence from China. International Journal of Accounting Information Systems. 45: 100558. [DOI:10.1016/j.accinf.2022.100558]
14. Ismailpour S, Raispour A, Selajgeh S. (2022). Examining the dimensions of optimal supervision of auditors in Iran's capital market. Knowledge of Accounting and Management Audit. 41: 201-216. [Persian]
15. Khanagha S, Volberda HW, Alexiou A, Annosi MC. (2022). Mitigating the dark side of agile teams: Peer pressure, leaders' control, and the innovative output of agile teams. Journal of Product Innovation Management. 39(3): 334-350. [DOI:10.1111/jpim.12589]
16. Kim T, Mullins LB, Yoon T. (2021). Supervision of telework: A key to organizational performance. The American Review of Public Administration. 51(4): 263-277. [DOI:10.1177/0275074021992058]
17. Liu C, Wang N, Liang H. (2020). Motivating information security policy compliance: The critical role of supervisor-subordinate guanxi and organizational commitment. International Journal of Information Management. 54: 102152. [DOI:10.1016/j.ijinfomgt.2020.102152]
18. Mohammadi L, Henry H, Afshari M. (2016). Evaluating the performance of sports federations based on the European Quality Management Foundation index: a case study of the rowing federation. Sports Management Studies. 8(35): 163-182. [Persian]
19. Mohammadi Rauf M, Farahani A, Shajie R, Maleki A. (2022). Designing the optimal sports governance model in Iran. Journal of Sports Management. 14(2): 5-24. [Persian]
20. Molan C, Kelly S, Arnold R, Matthews J. (2019). Performance management: A systematic review of processes in elite sport and other performance domains. Journal of Applied Sport Psychology. 31(1): 87-104. [DOI:10.1080/10413200.2018.1440659]
21. Nejad Sajjadi SA, Soleimani Daman J. (2014). Identifying and prioritizing performance evaluation indicators of Iranian sports federations using AHP model. Sports Management Studies. 6(23): 179-192. [Persian]
22. Nguyen N, Stinglhamber F. (2021). Emotional labor and core self-evaluations as mediators between organizational dehumanization and job satisfaction. Current Psychology. 40(2): 831-839. [DOI:10.1007/s12144-018-9988-2]
23. Penno M. (2022). A theory of assurance: Balancing costly formal control with tone at the top. Management Science. 68(1): 654-668. [DOI:10.1287/mnsc.2020.3861]
24. Pourkiani M, Dehghan A, Maghsoudi H, et al. (2021). Monitoring and evaluating the performance of general departments of physical education and extracurricular activities of the universities in Iran. Research on Educational Sport. In Press. [Persian]
25. Pourzabih Kh, Dosti M, Razavi SMH. (2021). Examining the management opportunities and challenges of outsourcing to the private sector in state sports organizations. Contemporary Researches in Sports Management. 11(21): 67-86. [Persian]
26. Rahman HA. (2021). The invisible cage: Workers' reactivity to opaque algorithmic evaluations. Administrative Science Quarterly. 66(4): 945-988. [Persian] [DOI:10.1177/00018392211010118]
27. Sadeghi K, Mashhadhi A. (2021). Examining the components of the optimal model of monitoring the organizations responsible for environmental protection. Environmental Science and Technology Quarterly. 5(3): 35-51. [Persian]
28. Shariati J, Seif Panahi Shabani J, Khosromanesh R. (2022). Identifying and investigating the status of sports guardians and the favorable outcomes of sports in Iran. Journal of Sports Management. 14(2): 213-230. [Persian]
29. Sharifi A, Bahrami Sh, Safikhani H. (2022). Presenting the clean sports development model in Iran with the method (ISM). Sports Management Journal. 14(2): 83-98. [Persian]
30. Yasini A, Idi F, Aghaei H. (2018). Identifying the components of religious culture effective on promoting organizational health in Iran's higher education system. Islamic Management. 26(1): 39-60. [Persian].
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
.jpg)
