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Three Decades of Research on Employment in the Iranian Sports Labor Market: A Look at Micro, Meso, and Macro Barriers

Authors

1 Ph.D. student in Sports Management, Faculty of Physical Education and Sport Sciences, University of Guilan, Rasht, Iran.

2 Associate Professor of Sports Management, Faculty of Physical Education and Sport Sciences, University of Guilan, Rasht, Iran.

3 Assistant Professor, Department of Economics and Accounting, Faculty of Management and Economics, University of Guilan, Iran

Abstract

Objective: This research combined previous research to analyze the barriers to employment in the Iranian sports labor market at three levels: micro, meso, and macro.
Methodology: This qualitative study uses a meta-synthesis approach and the qualitative content analysis method. The statistical population included all domestic studies conducted between 1380 and 1402. In this way, 31 articles were purposefully selected. Using Sandlowski and Barroso's (2007) seven-step model, the findings of previous research related to the research objectives were reviewed, aggregated, synthesized, and interpreted. Using the ocoding method's identification and validation was confirmed through Cohen's kappa test (0.617).
Results: Based on the findings, the barriers to employment in the sports labor market are classified into 66 sub-themes and 13 main themes at three levels: micro, meso, and macro.
Conclusion: The findings of this study show that employment in the Iranian sports labor market faces numerous obstacles. To overcome these challenges, a comprehensive and long-term approach by policymakers, managers, economic actors, and job seekers in this field is essential. At the micro level, skills training and strengthening personal characteristics; at the meso level, reforming the educational system, creating a labor market system, developing a strategic plan, strengthening sports-related associations and institutions, and increasing support; at the macro level, economic reforms, improving political relations, social support, technological advancement, and legal changes can lead to the creation of new and sustainable job opportunities in Iranian sports.

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Human Resource Management in Sports
Volume 11, Issue 2
June 2024
Pages 449-487
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