Zahra Ranjgar; Mahdi Bashiri; Yousef Yavari
Abstract
Objective: This study aimed to presenting an occupational socialization model for physical education teachers. Methodology: Employing a quantitative, applied research approach with a survey method, the study targeted all PE teachers in the province (N = 1,294). Using the Krejcie-Morgan table, a sample ...
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Objective: This study aimed to presenting an occupational socialization model for physical education teachers. Methodology: Employing a quantitative, applied research approach with a survey method, the study targeted all PE teachers in the province (N = 1,294). Using the Krejcie-Morgan table, a sample of 297 participants was selected through stratified random sampling. Data were collected using the Vasquez & Wallhead (2023) questionnaire, with validity confirmed via content validity ratio (CVR) and content validity index (CVI). Reliability was established through Cronbach’s alpha. Results: Factor prioritization revealed: Acculturation (coaching orientation) as the most influential, Acculturation (teaching orientation) second, Organizational socialization third, and Occupational socialization fourth. Confirmatory factor analysis (CFA) and bootstrap testing in Smart PLS-3 demonstrated strong model validity, with a second-order correlation coefficient of 0.703 and a GoF index of 0.861.Conclusion: The findings underscore that occupational socialization significantly impacts educational quality. Strategic investments in teacher training, mentorship, and supportive work environments can enhance PE teachers’ socialization, thereby improving educational outcomes.
Abstract
Summary
The aim of this work is to investigate the effect of authentic leadership style on the organizational citizenship behavior and job performance with the role of mediating of psychological capital among the staff of the sport and youth departments in Iran. The population of the study consists ...
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Summary
The aim of this work is to investigate the effect of authentic leadership style on the organizational citizenship behavior and job performance with the role of mediating of psychological capital among the staff of the sport and youth departments in Iran. The population of the study consists of 1500 people. Based on the Morgan's table, 307 employees of the Iran's sports and youth departments are selected. The psychological capital questionnaire (Nguyen et al., 2012), authentic leadership style (Walumbwa et al., 2008), Organ and Konovsky (1996) organizational citizenship behavior, and Paterson's (1992) job performance are used. The results obtained show that the psychological capital has a partial mediator role between the authentic leadership and the job performance (VAF = 0.625). Regarding the psychological capital between the genuine leadership and the citizenship behavior, there is a partial intermediary organization (VAF = 0.50). It is suggested that the managers of the youth departments of the country should increase the transparency of communication and a balanced processing of information among the organizational units, increase self-awareness, and improve the morality among the employees in order to improve the organizational productivity.
Introduction
Studies show that one of the ways to persuade the employees to engage in extracurricular behaviors and perform organizational citizenship duties is to strengthen the quality of organizational leadership with the employees, and provide solutions to the current leadership challenges and future leadership studies. Authentic leadership is a process that is based on positive psychological capacities and a highly developed organizational context, which, in turn, leads to self-awareness, self-regulation, and emergence of positive behaviors in the leaders and followers. The authentic leaders enhance the employees' psychological resources and help them regenerate when faced with problems, shortcomings, and failures. The authentic leaders can improve the individual performance and organizational citizenship behaviors of the employees by utilizing the potential of psychological capital (optimism, self-efficacy, hope, and resiliency).
Methodology and Approach
This research work was a descriptive-correlation one, and it was done as a field study. The population of the study consisted of all the employees of the Iran's sports and youth departments (1500 people). Based on the Morgan's table, 306 persons were selected, and their questionnaires were analyzed. The psychological capital questionnaire (Nguyen et al., 2012), authentic leadership style (Walumbwa et al., 2008), Organ and Konovsky (1996) organizational citizenship behavior, and Paterson's (1992) job performance were used. The hypothesis test was performed using the partial least squares structural equation model.
Results and Conclusions
The results obtained show that the psychological capital has a partial mediator role between the authentic leadership and the job performance (VAF = 0.625), and 62.5% of the total effect of the original leadership on job performance is explained by the variable of psychological capital as well as the psychological capital between a genuine leadership and the citizenship behavior. There is a partial intermediary organization (VAF = 0.50), of which 50% of the total effect of the overall leadership on the organizational citizenship behavior is explained by the variable of psychological capital.
The managers of the sport and youth general offices in Iran, using the authentic leadership style along with the psychological capital, can improve the organizational citizenship behavior and the employees’ career performance. It is suggested that the managers of the youth departments of the country should increase the transparency of communication, the balanced processing of information among the organizational units, increase self-awareness, and improve the morality among the employees in order to improve the organizational productivity.
Abstract
Objective: The workplace competitive climate has a major influence on the employees’ motivation and behavior, and sports organizations have a particular organizational climate whose dynamic could promote job satisfaction. In this work, we examine the effect of internal brand management on job satisfaction ...
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Objective: The workplace competitive climate has a major influence on the employees’ motivation and behavior, and sports organizations have a particular organizational climate whose dynamic could promote job satisfaction. In this work, we examine the effect of internal brand management on job satisfaction of the sports employees with emphasis on the mediator role of the workplace competitive climate.
Methodology: The research method was a descriptive-correlation one, and the survey was in terms of data collection. For this purpose, 120 employees of the Youth and Sports Administration of East Azarbaijan voluntarily filled out the Punjaisri and Wilson internal branding (2007), Wysocki and Kromm job satisfaction (1991), and researcher-made workplace competitive climate questionnaires. The structural equation modeling based on the partial least squares was used to analyze the data.
Results: The results obtained showed that the internal brand management had a significant direct effect on job satisfaction and workplace competitive climate. The findings proved the moderation role of workplace competitive climate in the relationship between internal brand management and job satisfaction (P = 0.001). According to the results of the model analysis, the modified model had a good fit (GOF = 0.362).
Conclusion: We can say that internal brand management leads to behavioral quality commitment and job satisfaction in the sports employees.
