nazanin rasekh
Abstract
Objective: Accountability is one of the perquisites of modern governance today, so the main purpose of this study was to investigate the accountability system in physical education departments and higher education institutions, and to design a productivity management model based on accountability.
Methodology: ...
Read More
Objective: Accountability is one of the perquisites of modern governance today, so the main purpose of this study was to investigate the accountability system in physical education departments and higher education institutions, and to design a productivity management model based on accountability.
Methodology: This research work adopted a mixed methology (qualitative-quantitative), and falls into the category of applied research in terms of its objective. The statistical population of the research work in the qualitative section consisted of practicing and academic experts in universities at their departments of physical education and in higher education institutions; and in the quantitative section, it consisted of the all heads and deputies at the General Department of Physical Education of the Student Affairs Organization (86 individuals) and deputies and senior experts at the physical education departments in universities and higher education institutions (31 provinces), who were identified and selected through the cluster-sampling method. In the qualitative section, the authors conducted a systematic analysis based on the grounded theory (Strauss and Corbin's paradigm model, 2006). In the quantitative section, the authors developed a questionnaire based on the findings of the qualitative section, and after confirming the construct validity through confirmatory factor analysis, examined the fit of the obtained quantitative model based on structural equation modeling using the Smart PLS software.
Results: Inefficiency of the accountability system in physical education departments and higher education institutions is evident. The results helped identify causal factors, contextual factors, intervening factors, strategies, and outcomes related to the productivity model based on the accountability system. The causal factors addressed the inefficiency of systems, organizational aspects, work autonomy, work support aspects, inefficiency, financial aspects, and lack of institutional accountability. The contextual factors addressed the technical, human, and cultural aspects. The intervening factors addressed structural conditions, infrastructures, and the accountability process. Taking initiatives such as micro-, mid-, and macro-level strategies could pave the way to achieving outcomes such as transparency, improved performance, higher degrees of trust, enhanced motivation, greater effectiveness of the measures, and to prevent loss of resources and capabilities.
Conclusion: Reorganization of the administrative system of the physical education departments and higher education institutions, development of individual and organizational accountability, training of human resources and meritocracy, development of an accountability culture in the organization, and attention to infrastructures and financial aspects are among the practical research suggestions.
Abstract
Purpose: The purpose of this research work was to design a strategy map for the Sport Sciences Research Institute in Iran using the Balanced Scorecard (BSC) technique.
Metodology: This research work is based on a descriptive strategy, and it is applied in terms of purpose and falls within the scope ...
Read More
Purpose: The purpose of this research work was to design a strategy map for the Sport Sciences Research Institute in Iran using the Balanced Scorecard (BSC) technique.
Metodology: This research work is based on a descriptive strategy, and it is applied in terms of purpose and falls within the scope of the organizational studies. The Steering Board of the Sport Sciences Research Institute (SSRI) convened and laid out the strategies of the institute based on the four perspectives of the balanced scorecard model (financial, customer, learning and growth, and internal process). Measures related to the strategies were selected after reviewing the documents and performance appraisal criteria of upstream and similar organizations. Then following a survey of the SSRI stakeholders, these measures were confirmed. Eventually, the quantitative targets, measures, and initiatives were defined, which were then approved by the Steering Board.
Result: The results obtained showed that two strategies were based on the financial perspective, five strategies were based on the customer perspective, four strategies were based on the internal process perspective, and one strategy was based on the growth and learning perspective. In addition, there were 15 measures and 19 initiatives in the financial perspective; 55 measures and 54 initiatives and innovations in the customer perspective; 66 measures and 52 initiatives and innovations in the internal process perspective; and five measures and eight initiatives and innovations were in the growth and learning perspective.
Conclusion: The results obtained show that what is gained by maintaining the measures is a tool for assessing the performance of SSRI, which could be used to achieve the organization's strategic goals.
Abstract
Objective: This study aimed to develop the effect of staffs’ psychological empowerment in a model on management crisis regarding the role of management change in Sport and Youth departments in the Isfahan Province.
Methodology: In this research work, 206 staff members of the Sport and Youth departments ...
Read More
Objective: This study aimed to develop the effect of staffs’ psychological empowerment in a model on management crisis regarding the role of management change in Sport and Youth departments in the Isfahan Province.
Methodology: In this research work, 206 staff members of the Sport and Youth departments in the Isfahan Province were selected using the stratified random sampling. Three instruments were employed for measuring the psychological empowerment (Spreitzer, 1995) with a reliability of 0.81, management change (Mohammad Yari, 2001) with a reliability of 0.79, and management crisis (Pourhassan and Bakhsheshi, 2011) with a reliability of 0.80. The one-sample-t-test as well as the structural equation modeling were employed for analyzing the data.
Results: The results obtained indicated that the staffs psychological empowerment (M = 2.63 ± 0.98) as well as their management changed (M = 2.26 ± 1.15), and the management crisis (M = 2.51 ± 1.18) was not appropriately evaluated in the Sport and Youth departments in the Isfahan Province (P = 0.01). Furthermore, the results of the assumed model of study indicated that the staffs’ psychological empowerment directly affected improving their management change (β = 0.58) as well as their management crisis (β = 0.31) in those departments. Also the staffs’ psychological empowerment indirectly affected their management crisis (β = 0.35).
Conclusion: Based on the results obtained, the emphasis on improving the staffs psychological empowerments can affect the development of their efficiency at the time of occupational changes as well as occurrence of the organizational crisis in addition to improvement in their occupational performances, which, from one hand, led to an increase in the efficiency of the Sport and Youth departments in the Isfahan Province, and, on the other hand, reduce the organizational losses from the financial, human, social, and political aspects.
