sedigheh salehi; mina mostahfezian; masoud naderian jahromi; shahram aroufzad
Abstract
The study is to identify barriers to substitution in the General Departments of Sports and Youth of Iran. It was applied research based on the purpose and data collection was done by mixed exploratory method (in the first part, the barriers were identified qualitatively and in the second part, ...
Read More
The study is to identify barriers to substitution in the General Departments of Sports and Youth of Iran. It was applied research based on the purpose and data collection was done by mixed exploratory method (in the first part, the barriers were identified qualitatively and in the second part, the barriers were leveled quantitatively-qualitatively). The participants included professors of sports management, managers of general departments of sports and youth of the country and 12 interviews were conducted using theoretical purposive sampling method based on theoretical saturation criteria. The data collection tools were semi-structured interview and structural self-interaction matrix questionnaire. In the first part, the data were categorized using thematic analysis method and in the form of basic, organized and comprehensive themes. Also, using the interpretive structural model, the identified obstacles were classified. The barriers to the development of substitution in the general departments of sports and youth as a comprehensive theme including 54 basic themes and 7 organizational themes (lack of meritocracy culture, individual barriers, poor management, economic barriers, legal barriers, structural barriers and Political-communication barriers) which were classified into 5 levels and it was found that the most basic barriers to substitution in the general departments of sports and youth are structural barriers, economic barriers and poor management. Therefore, given that structural barriers rank highest among other barriers affecting the establishment of a succession system, managers should define the job descriptions of key positions, and periodic evaluations of individuals should be made according to the talent of individuals, and then the positions are considered for them.
Mahmood godarzi; golrokh eyvazi kolsh; Ebrahim Alidoust; Amin Dehghan Ghahfarokhi
Abstract
The study is to explain a model of structural barriers to the growth and development of women in Iranian sports. The statistical population included all managers and staff of the Ministry of Sports and Youth, professors and doctoral students in the field of sports management, international coaches ...
Read More
The study is to explain a model of structural barriers to the growth and development of women in Iranian sports. The statistical population included all managers and staff of the Ministry of Sports and Youth, professors and doctoral students in the field of sports management, international coaches and referees, and professional athletes. The sampling in the qualitative section was purposeful, which continued until the theoretical saturation was reached. In the quantitative section, the sampling was done in an accessible manner and based on reliable sources, 5 to 10 people are recommended for each question, 394 People from the community participated in completing the questionnaire online. The method of data collection was field-based and specifically based on the structural equation model, which was performed using SPSS software version 25 and LISREL software version 8/8. The research instrument included a researcher-made questionnaire which was used after confirmation of face validity and construct validity (KMO=0/91) and Bartlett test result (p=0/0001, 2x=2010/1).
The factor analysis through principal component analysis and parallel analysis showed that the structural barriers to the growth and development of women in Iranian sport contained seven factors and the results of the second-order confirmatory factor analysis with LISREL software showed. All factor loads were of good explanatory power and planning and organizing and had been identified as structural barriers: Financial resources and marketing; Facilities and equipment; Terms and Conditions; human resources; Monitoring and control and the information factor.
Therefore, it is suggested that the authorities, by attracting public participation to transform the position of women in Iranian sports, formulate executive development programs and systematize the structure, and consider the fundamental and infrastructural approaches of other societies.
