year 8, Issue 1 (Spring 2020)
Ann Appl Sport Sci 2020, 8(1): 0-0 |
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Designing a Career Plateauing Model in Departments of Sports and Youth Based on the PLS-SEM Approach
1- Department of Sport Management, Karaj Branch, Islamic Azad University, Karaj, Iran
2- Department of Sport Management, Payame Noor University, Tehran, Iran , ghasemione@yahoo.com
2- Department of Sport Management, Payame Noor University, Tehran, Iran , ghasemione@yahoo.com
Abstract: (5746 Views)
Background. The behavior and attitudes of employees with Plateauing not only include themselves, but also makes all members of the group in which they work to ask whether they are really suitable for the organ in which they work.
Objectives. This study is to design a model of Plateauing of employees of departments of Youth and Sport of northwestern provinces of Iran.
Methods. In the present study, a mixed strategy (quantitative and qualitative data), in-depth interviewing in the qualitative sector and exploratory factor analysis was used. The construct validity of the questionnaire was confirmed by Cronbach's alpha of 0.839 and according to Krejcie Morgan table, a sample size of 181 individuals was determined through cluster sampling. A total of 63 indicators were identified as influencing factors on the Plateauing of the employees of departments of Youth and Sports of northwestern provinces in the form of an 11 sub-factors and five main factors.
Results. Investigating exploratory factor analysis, confirmatory factor analysis, and structural equation analysis showed that each of the main factors of skill factor (lack of technical skills and lack of work maturity) (p<0.05; T=11.07), psychological factor (lack of personal motivation, lack of external reward) (p<0.05; T=11.93), inside work factor (lack of job flexibility, lack of job transparency, and lack of promotion) (p<0.05; T=13.56), intra organizational factor (lack of proper training and lack of work communication) (p<0.05, T=14.82), and managerial factor (lack of manager support and dissatisfaction with management style) (p<0.05; T=14.49), are respectively influencing the Plateauing of the employees of departments of Youth and Sports of northwestern provinces.
Conclusion. It should be mentioned that by increasing organizations with flat structure and decreasing management positions at the medium level, the possibility of vertical promotion of employees in organizations has been decreased. The prevalence of organizational Plateauing is one of the consequences of failure to compete for tenure of jobs at organizational levels, so it is clear that performing repetitive tasks and working in uniform jobs increases the phenomenon of occupational Plateauing.
Objectives. This study is to design a model of Plateauing of employees of departments of Youth and Sport of northwestern provinces of Iran.
Methods. In the present study, a mixed strategy (quantitative and qualitative data), in-depth interviewing in the qualitative sector and exploratory factor analysis was used. The construct validity of the questionnaire was confirmed by Cronbach's alpha of 0.839 and according to Krejcie Morgan table, a sample size of 181 individuals was determined through cluster sampling. A total of 63 indicators were identified as influencing factors on the Plateauing of the employees of departments of Youth and Sports of northwestern provinces in the form of an 11 sub-factors and five main factors.
Results. Investigating exploratory factor analysis, confirmatory factor analysis, and structural equation analysis showed that each of the main factors of skill factor (lack of technical skills and lack of work maturity) (p<0.05; T=11.07), psychological factor (lack of personal motivation, lack of external reward) (p<0.05; T=11.93), inside work factor (lack of job flexibility, lack of job transparency, and lack of promotion) (p<0.05; T=13.56), intra organizational factor (lack of proper training and lack of work communication) (p<0.05, T=14.82), and managerial factor (lack of manager support and dissatisfaction with management style) (p<0.05; T=14.49), are respectively influencing the Plateauing of the employees of departments of Youth and Sports of northwestern provinces.
Conclusion. It should be mentioned that by increasing organizations with flat structure and decreasing management positions at the medium level, the possibility of vertical promotion of employees in organizations has been decreased. The prevalence of organizational Plateauing is one of the consequences of failure to compete for tenure of jobs at organizational levels, so it is clear that performing repetitive tasks and working in uniform jobs increases the phenomenon of occupational Plateauing.
Keywords: Plateauing, Skill Factors, Psychological Factors, Management Factors, Inside Work Factors, Intra Organizational Factors, Sports
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APPLICABLE REMARKS
APPLICABLE REMARKS
Concerning the results, it is suggested that, in order to reduce Plateauing and increase work motivation,
- Make the necessary adjustments between the field of study of the employees of the Department of Sports and Youth and the jobs of the organization;
- Designing jobs with new identities in sports organizations so that defined jobs become more attractive and increase the importance of the job from the perspective of the employee;
- If people with Plateauing, for any reason do not have the possibility of promotion in the Department of Sports and Youth, they are to be moved by considering equal jobs so as to decrease their uniformity and feeling of career plateauing;
- Make sure that job training (how to optimally do business, interact with clients, manage time, make good use of information technology, etc.) is made available to employees every six months to update their job knowledge.
- Intimate communication of supervisory section with employees and conversation about their job performance (to reduce organizational tension) must be done and managers of Departments of Sports and Youth must make enough effort to encourage employees to do workgroups and participate in workgroups through monthly and friendly meetings.
- Designing jobs with new identities in sports organizations so that defined jobs become more attractive and increase the importance of the job from the perspective of the employee;
- If people with Plateauing, for any reason do not have the possibility of promotion in the Department of Sports and Youth, they are to be moved by considering equal jobs so as to decrease their uniformity and feeling of career plateauing;
- Make sure that job training (how to optimally do business, interact with clients, manage time, make good use of information technology, etc.) is made available to employees every six months to update their job knowledge.
- Intimate communication of supervisory section with employees and conversation about their job performance (to reduce organizational tension) must be done and managers of Departments of Sports and Youth must make enough effort to encourage employees to do workgroups and participate in workgroups through monthly and friendly meetings.
Type of Study: Original Article |
Subject:
Sport Management and its related branches
Received: 2019/06/17 | Accepted: 2019/08/2
Received: 2019/06/17 | Accepted: 2019/08/2
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