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Showing 3 results for Job Satisfaction

Vahid Saatchian, Amir Ghanbarpour Nosrati, Seyyed Mehdi Rasooli, Hossein Poursoltani Zarandi,
Volume 1, Issue 2 (12-2011)

The purpose of this study was to investigate the relationship among job satisfaction, organizational commitment and internal service quality in selected federations. For this purpose Xie, Di (2005) questionnaire was used. Reliability of the questionnaire after a pilot study using Cronbach's alpha test (&alpha =0/86) respectively. Statistical society desired to study all the staff federations swimming, basketball, handball, judo, track and field and gymnastics have formed and sample population is equal. Descriptive and inferential statistics methods for data analysis (mean and SD, tables of frequency distribution, K-S, Pearson correlation and multiple regression) were used. Findings showed, among job satisfaction (p< 0/01, r =0/651), normative organizational commitment (p< 0/01, r =0/558) and internal service quality was positive and significant correlation (p< 0/05) exist. But between affective organizational commitment and continuous organizational commitment with internal service quality wasn’t any significant correlation exist (p> 0/05).
Note that the use of variables in research, improve in the internal service quality of employees will be possible if organizations provide components through the strategic application of human resource management to provide appropriate service quality for internal and external customers.
Hossein Poursoltani Zarandi, Fereydoon Tondnevis, Maryam Naderi,
Volume 3, Issue 5 (4-2013)

The present study explored the justice with job satisfaction and organizational commitment relationship between perception of organizational using a field sample. In the case, three questionnaires of organizational justice by Rego and Cunha (2006), job satisfaction by Gannon (Moghimi, 1385) and organizational commitment by Steers et al (Moghimi, 1385) are used. Validity and reliability confirmed (Organizational justice &alpha=0.92, Job satisfaction &alpha=0.96, Organizational commitment &alpha=0.70). Sample for the present study consisted of 118 experts working in the physical education organization of Iran. In this research descriptive statistics, coefficient of correlation and regression are used. Results show that among the subscales of organizational justice of I.R.I physical education organization the minimum score is for subscales of rewards distribution Justice (M=10.67± 5/07) and the maximum score for subscales of interpersonal Justice (M=10.45± 2/61) (according to their maximum scores). Totally in this organization, organizational justice isn't in a proper situation (M=44/62± 11/97 out of maximum score of 85). But variables of job satisfaction and organizational commitment relatively are in a proper situation. The results of research show that job satisfaction was significantly related to organizational commitment. Also Regression analysis of the obtained data indicated that organizational justice was significantly related to job satisfaction whereas Organizational justice was not found to be related significantly with organizational commitment. Through path analysis, job satisfaction and organizational justice was significantly related to Organizational commitment.

Volume 4, Issue 8 (12-2014)

The purpose of this study was to determin the role of job satisfaction in relationship between organizational culture and turnover intention in expert of sport federations. Research instruments was Woodjob satisfaction (1986), Cameron and Quinn(1990) organizational justice, and cummann(1979) turnover intention Questionnaires. Reliability of research questionnaires after a pilot study approved. Cronbach's alpha of research instruments equal to 0/84, 0/93, 0/86 respectively. Statistical Society of the study was expert of sport federations and sample population included 227 experts. For data analysis and identification the effect of research variable structural equation modeling used. Findings showed, the effect of Organizational culture on job satisfaction is significant (&beta=0/635, t=15/97), and on turnover intention was negative. (&beta=-0/185, t=2/11). Also finding showed that the effect of job satisfaction on turnover intention is significant and negative effect (&beta=-0/225, t=2/39). Other finding of research is that indirect effect of organizational culture (&beta=-0/328, t=5/21) on turnover intention greater than direct effect of it (-1/96&le T value &le+1/96). Generaly, can be said, to create an strong organizational culture, officials headquarters of sport federations, should be Aligned Their strategic plans together, thereby provide the proper background for achievement of organizational and individual goals, that improve the level of job satisfaction of staffs  and decrease the level of turnover intention of their

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