Reza Rahimi; Seyed Reza Hosseini nia; Hadi Bagheri
Abstract
AbstractObjective: Athletes, as social role models, are always in a complex context of interpersonal and social interactions. However, these interactions are not always positive and in some cases can lead to the formation of a phenomenon called "social attrition". The aim of this study was to identify ...
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AbstractObjective: Athletes, as social role models, are always in a complex context of interpersonal and social interactions. However, these interactions are not always positive and in some cases can lead to the formation of a phenomenon called "social attrition". The aim of this study was to identify the antecedents and consequences of social attrition among Iranian athletes.Methodology: This is a qualitative study conducted with an inductive approach. The participants in the study included coaches, referees, professional athletes, club managers, sports and media experts. The participants were selected purposively and data were collected through semi-structured interviews with 18 of them. The reliability of the interviews was confirmed using the test-retest reliability method. Data analysis was performed using the content analysis method of Brown and Clark (2006).Findings: Based on qualitative data analysis, social factors, behavioral factors, individual factors, and economic factors were identified as antecedents, and internal exhaustion and functional decline were identified as consequences of social attrition.Conclusion: The results showed that social attrition in athletes is a multidimensional and complex phenomenon that stems from the interaction of four main categories of social, behavioral, individual, and economic factors. These results indicate that social attrition is not simply an individual issue, but is rooted in the social, cultural, and economic context of Iranian professional sportsTherefore, managing and reducing social attrition requires an integrated and systematic approach. These results can help prevent and design effective interventions to improve the atmosphere, increase professional longevity, and athlete performance.
Abstract
Summary
Each organization consists of various components that are in action and reaction with each other, and the performance of the organization is between them. Hence, the management is complex and difficult in such a system. The framework and modeling of the organization's system help us achieve ...
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Summary
Each organization consists of various components that are in action and reaction with each other, and the performance of the organization is between them. Hence, the management is complex and difficult in such a system. The framework and modeling of the organization's system help us achieve a better understanding of its integrity by simplifying the system (1). The framework of the organizational issues increases the chances of finding the correct and logical responses to solve them, and understanding its basic mechanisms is easier (2). An overview of the Internal Sport Management Research in the country shows that the performance management and human resource management system in the country's sports organizations have limited analytical frameworks, and requires acceptable models for understanding the organization's performance and its environmental feedback on it. The behavior of the organization applies. Along with the challenges and developments in the country's sports environment, the executive and governmental organizations of the country are also faced with new challenges and requirements, with an additional pressure on their managers. The new challenges and requirements are described with new concepts (3). This work focuses on the issue of low performance of the sports and youth departments and its analysis through new components in order to provide solutions to improve it. Therefore, four specialized categories-which have a high capability in predicting and guiding the performance system of the sports and youth departments in today's environmental conditions-are examined and included; system transparency is the use of experience, positive synergy, and performance.
Introduction
A review of research works has shown that the four variables of organizational transparency, organizational ambiguity, human capital enhancement, and documentation of experiences in the country's sports organizations have not been described and correlated so far. However, the discussed variables play a key role in the performance of sports organizations in the today's environment, and based on the fact that in the previous research works, none of these variables have been studied in domestic sports management studies. Therefore, it is necessary to pay attention to the country's sports management researchers, and provide sufficient information to the managers. The aim of this research work was to investigate the effect of organizational transparency on the organizational ambidexterity with the mediating role of human capital synergy and of documentation experiences in the Tehran sports and youth administrations.
The necessity of research is explained in several aspects: first, these concepts have not been studied in the sports organizations in the country, while their desirability in these organizations is very necessary. Along with these vacuums mentioned in the domestic research works, despite the knowledge produced in the foreign investigations, this information alone is not effective for the analysis and management of the structural-functional aspects in the sports organizations of the country, and is a necessary indigenous and specialized research in completing and applying them. In this regard, the sports and youth agencies in the Tehran province are one of the largest sports organizations in the country, based on the importance of urban sports services, requiring an efficient and consistent management system for the modern conditions.
Methodology and Approach
The present work was descriptive-correlational in terms of the applied purpose in terms of the field data collection method. The statistical population consisted of all the employees of the sports and youth departments in the Tehran province. For sampling, all departments were considered as a comprehensive organizational system. A sufficient number of statistical samples were selected to test the model in the Smart Payals software. The basis for determining the sample based on 10 to 20 times the number of questions related to the main variables has the highest number of questions in the model (Davari and Rezazadeh, 2016). Therefore, the basis for the organizational transparency variable (12 questions) was 15 times, and the number of samples was estimated to be 180 (12 * 15 = 180). The statistical sampling was done by the random sampling method among the youth sports departments of the Tehran province (General Administration of Provinces and Cities). Out of 200 distributed questionnaires (in person, social media, and e-mail), 179 questionnaires were received, of which 172 questionnaires were fully answered and analyzed. The personal characteristics of the respondents included: mean age, 34.36; related work experience, 12.84; gender ratio, 42% female and 58% male; education ratio, 0.35 bachelor, 0.41 master, and 0.14 doctorate. The research tool was a questionnaire containing 40 questions for four variables (and 9 dimensions) on a 5-point Likert scale. For the research validation, using the content validity method (11 experts), and reliability (Cronbach's alpha), the construct validity (model fitting) was evaluated and verified.
Results and Conclusion
In the factor analysis of the dimensions of variables, the three components including the transparency of activities (0.89), transparency of laws (0.82), and transparency of resources (0.80) had a significant role in explaining the organizational transparency, respectively. The employees’ experiences (0.90) and managers' experiences (0.86) also explain the documentation of experiences in a significant way, respectively. The effectiveness of performance (0.93) and the culture of teamwork (0.89) also had a significant role in explaining the synergistic variable of the employees, respectively. The components of exploitation (0.94) and exploration (0.93) had a more significant role in explaining the organizational duality, respectively. The direct relationship path analysis showed that organizational transparency with coefficients of 0.71, 0.46, and 0.72, respectively, had a significant effect on the documenting experiences, employee synergy, and organizational ambiguity. Documentation of experiences with coefficients of 0.43 and 0.46, respectively, had a significant effect on the staff synergy and ambiguity. The employee synergy with a coefficient of 0.35 had a direct and significant effect on the organizational ambiguity. The sub-test for indirect relationships showed that the indirect effect of organizational transparency on the organizational ambiguity was significant through both mediation of experience documentation (0.43) and employee synergy (0.36). Based on the results obtained, the mediating effect of documenting experiences was greater than that of staff synergy. The direct effect of organizational transparency on the organizational ambidexterity was more than the indirect effect. Therefore, e-readiness, although having a significant effect on the organizational ambiguity, is enhanced by the intervention of two mediating variables. Thus the application of organizational transparency of the youth and sports departments can lead to a higher performance when integrated with the HRM system.
Abstract
Summary
The purpose of this work was to investigate the role of the customer relationship management in the employees’ customer orientation in the Sport and Youth offices of the Golestan Province.The research method is descriptive correlation, and the statistical population consists of all the ...
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Summary
The purpose of this work was to investigate the role of the customer relationship management in the employees’ customer orientation in the Sport and Youth offices of the Golestan Province.The research method is descriptive correlation, and the statistical population consists of all the employees of the Sport and Youth offices in the Golestan Province. For data gathering, the questionnaires of the customer relationship management and the customer orientation are used. In order to analyze the data obtained for the research variables, the structural equation modeling the Smart PLS software is used. The findings show that the focus on the key customer and knowledge management has a positive and significant effect on the customer orientation. Another research finding has shown that the organizing customer relationship management and the customer relationship management based on technology do not have significant effects on the customer orientation.
Introduction
Today, the sports organizations such as the non-sports organizations are experiencing a new era of competition. In this situation, the need for the sports customers are changing, and the most important challenge facing sports organizations is to gain the customer satisfaction and loyalty, and ultimately achieve a sustainable competitive advantage. To be more successful in this competitive environment, sports organizations are required to focus on their customers. Given the importance of the customers, the sports organizations such as the Sport and Youth offices require a customer relationship management. The customer relationship management can provide better services to the customers of sports organizations by improving the employees’ customer orientation.
Methodology and Approach
The research method was descriptive correlation, and the statistical population included all the employees of the Sport and Youth offices in the Golestan Province; 132 employees were selected as the research sample. For data gathering, the questionnaires of customer relationship management (Hong-kit et al., 2005) and the customer orientation (Donavan et al., 2004) were used. In order to analyze the data and identify the effects of the research variables, the structural equation modeling Smart PLS software was used.
Results and Conclusions
The findings showed that the focus on the key customer and knowledge management had a positive and significant effect on the customer orientation. Another research finding showed that the organizing customer relationship management and the customer relationship management based on technology did not have significant effects on the customer orientation. According to the research results, it can be concluded that the customer relationship management can play an important role in the employees’ customer orientation of the Sport and Youth offices in the Golestan Province. Hence, it is suggested that the managers of the Sport and Youth offices by choosing a powerful customer relationship management system increase the customer orientation of their employees.
