Document Type : Original Article
Authors
1
Department of Sports science, Yasuj Branch, Islamic Azad University, Yasuj, Iran
2
Department of Sports science,,Yasuj Branch, Islamic Azad University, Yasuj, Iran
3
Department of Sports science, Arsanjan Branch, Islamic Azad University, Arsanjan, Iran
Abstract
Purpose: This study was conducted to present a model of the factors causing organizational anomie in the General Departments of Sports and Youth of Iran, with emphasis on psychological variables.
Methods: The research utilized a combination of qualitative and quantitative methods. The participants in the qualitative section were experts and university professors, selected through purposive sampling, totaling 15 individuals. In the quantitative part, the statistical population consisted of all managers and employees of the Department of Sports and Youth of Iran, approximately 2200 people, with a sample size of 328 individuals selected using the available sampling method. Qualitative data analysis was performed using content analysis and coding process.
Results: The qualitative analysis identified 33 main codes and six central codes for content factors, 28 main codes and eight central codes for causal institutional factors, 50 main codes and eight central codes for causal managerial factors, 40 main codes and eight central codes for contextual factors, 13 main codes and five central codes for psychological factors, and 23 main codes and eight central codes for organizational anomie factors. The impact of psychological factors on organizational anomie was found to be significant. However, the pattern fit indices (χ2/df = 12.45, GFI = 0.59, CFI = 0.59, IFI = 0.60, NFI = 0.57, and RMSEA = 0.18) were not acceptable and did not support the final research model.
Conclusion: Psychological factors were found to be the most important factors influencing organizational anomie in the Department of Sports and Youth. These variables need to be examined and adjusted. It is suggested that by modifying psychological variables, a significant portion of organizational anomie can be controlled.
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