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سطحبندی عوامل مؤثر بر بیتفاوتی سازمانی کارکنان ادارات کل ورزش و جوانان | ||
| فصلنامه علمی پژوهشهای کاربردی در مدیریت ورزشی | ||
| مقالات آماده انتشار، پذیرفته شده، انتشار آنلاین از تاریخ 05 خرداد 1405 | ||
| نوع مقاله: مقاله پژوهشی | ||
| شناسه دیجیتال (DOI): 10.30473/arsm.2026.77450.4042 | ||
| نویسندگان | ||
| آتوسا قاسمی نژاد دهکردی1؛ مسعود نادریان جهرمی* 2؛ نجمه طاهری3؛ الهام مرادی4 | ||
| 1استادیارگروه تربیت بدنی، واحد اهواز، دانشگاه آزاد اسلامی، اهواز، ایران | ||
| 2دانشیارگروه رفتار حرکتی و مدیریت ورزشی، دانشکده علوم ورزشی، دانشگاه اصفهان، اصفهان، ایران | ||
| 3دانشجوی دکتری گروه تربیت بدنی و علوم ورزشی، واحد شوشتر، دانشگاه آزاد اسلامی، شوشتر، ایران | ||
| 4استادیار، گروه تربیت بدنی، واحد ایذه، دانشگاه آزاد اسلامی، ایذه، ایران. | ||
| چکیده | ||
| هدف از انجام این پژوهش، سطحبندی عوامل مؤثر بر بیتفاوتی سازمانی کارکنان ادارات کل ورزش و جوانان بود. پژوهش از نظر هدف، اکتشافی و کاربردی، و از نظر روش کیفی، به شیوه دادهبنیاد بود. جمعآوری دادهها به صورت مصاحبه نیمه ساختاریافته انجام شد. شاخص انتخاب نمونه، آگاهی و تجربه از بین کارکنان ادارات کل ورزش و جوانان استانهای کشور بود؛ و ملاک حجم نمونه اشباع نظری بود که در نهایت با 18 مصاحبه اشباع نظری حاصل شد. در بخش کمی، مدلسازی ساختاری- تفسیری با نرمافزار میکمک و با 18 نفر از کارشناسان ادارات کل ورزش و جوانان انجام شد. نتایج مصاحبه در نهایت منجر به ایجاد 41 کد باز و 8 کد محوری شد که در قالب عوامل فرهنگی-رفتاری ایجاد بیتفاوتی سازمانی نامگذاری شدند. نتایج تحلیل میکمک نشان داد که فقدان انگیزش درونی در سطح اول تأثیرگذاری و مؤلفه رفتارهای مصرفگرایانه در سطح آخر قرار داشتند. ویژگی موقعیت مؤلفهها نشان داد که مؤلفههای فقدان انگیزش درونی، بیتعلقی به سازمان و فلات زدگی شغلی از نوع متغیرهای استراتژیک بودند و مؤلفههای فرهنگ سکوت و شیوع رفتارهای منفی جزو متغیرهای تأثیرپذیر در سیستم ایجاد بیتفاوتی سازمانی بود. بیتفاوتی سازمانی در بین کارکنان ادارات کل ورزش و جوانان اجتنابناپذیر است، بنابراین نتایج این پژوهش میتواند بهعنوان یک راهنما جهت کاهش این پدیده در سازمانهای ورزشی مورد استفاده قرار بگیرد. | ||
| کلیدواژهها | ||
| بیتفاوتی سازمانی؛ عوامل فرهنگی-رفتاری؛ سازمان ورزشی | ||
| عنوان مقاله [English] | ||
| Classifying Factors Affecting Organizational Indifference Employees of the General Directorates of Sports and Youth | ||
| نویسندگان [English] | ||
| Atousa Ghaseminejad1؛ Masood Naderian Jahromi2؛ Najmeh Taheri3؛ Elham Moradi4 | ||
| 1.Assistant Professor Department of Physical Education, Ahvaz Brach., Islamic Azad University, Ahvaz, Iran | ||
| 2Department of Movement Behavior and Sport Management, Faculty of Sport Sciences, University of Isfahan, Isfahan, Iran | ||
| 3PhD student, Department of Physical Education and Sport Sciences, shoushtar Branch., Islamic Azad University, shoushtar, Iran | ||
| 4Department of Physical Education, Izeh branch, Islamic Azad University, Izeh, Iran | ||
| چکیده [English] | ||
| Introduction One of the prevalent yet often overlooked issues in today's organizations is the phenomenon of organizational apathy. Organizational apathy refers to a condition in which employees show indifference toward the success or failure of their organization and feel no sense of belonging to it. Psychologists believe this phenomenon often arises from prolonged frustration and the resulting loss of hope in achieving personal goals within the organization. It is considered a silent crisis-a gradual decline and continuous, quiet deterioration-that, once it emerges, significantly influences the achievement or failure of organizational goals. Workplace apathy can stem from feelings of hopelessness, helplessness, boredom, and a loss of meaning. Determinism and learned helplessness are also motivation killers, fostering the belief that nothing can be done to improve one's situation. Previous studies, including those by Setin et al. (2013), Jalilian et al. (2022), and Zandi & Amani (2018), have identified factors such as lack of motivation, silence, disillusionment with organizational plans and future, unqualified opinions, and low levels of employee socialization as key contributors to organizational apathy. These studies have primarily employed quantitative methods and statistical analyses, often neglecting the personal experiences, perceptions, and narratives of employees. As previously mentioned, organizational apathy can have numerous consequences for organizations. Failure to identify its underlying causes may hinder effective decision-making regarding its prevention or resolution. Mothodology The study aimed to identify the causes of organizational apathy among employees of provincial Departments of Sports and Youth. The research had a fundamental goal in identifying causes and an applied goal in prioritizing the factors. The first phase of the study, focused on identifying causes, was qualitative in nature and based on grounded theory using Glaser’s (1992) model. Data collection in this phase involved qualitative interviews with experts and knowledgeable individuals on the subject. The researcher conducted interviews with informed individuals familiar with organizational apathy in provincial Departments of Sports and Youth across the country. A non-random, purposive sampling method was used based on two criteria: knowledge and experience. The sample size was determined by theoretical saturation, which was achieved after 12 interviews. For the structural-interpretive modeling phase, eight experts with organizational knowledge, particularly in sports, were consulted. The MICMAC software was used for structural-interpretive modeling. Findings A total of 41 open codes were categorized into eight axial codes: culture of silence, prevalence of negative behaviors, detachment from the organization, inappropriate behavioral patterns, value and belief conflicts, lack of intrinsic motivation, consumerist behaviors, and career plateauing—collectively forming the cultural-behavioral factors influencing organizational apathy. The structural-interpretive modeling results indicated that the most influential factor was lack of intrinsic motivation. The second level of influence was attributed to value and belief conflicts. The third level included inappropriate behavioral patterns and organizational detachment. The fourth level comprised the prevalence of negative behaviors and career plateauing. The fifth level was the culture of silence, and the final level of influence was consumerist behaviors. Discussion and Conclusion This study revealed that organizational apathy among employees in sports organizations is primarily driven by a lack of intrinsic motivation, which in turn affects other cultural and behavioral factors such as value conflicts, inappropriate behaviors, detachment, and a culture of silence. In this cycle, consumerist behaviors emerge as a visible consequence of the phenomenon. The MICMAC structural-interpretive analysis emphasizes that fostering intrinsic motivation, promoting shared values and beliefs, reforming organizational behaviors, and enhancing organizational culture can serve as effective starting points for reducing apathy and restoring employees’ emotional and cognitive engagement. Strategic management of these factors not only improves commitment and productivity but also paves the way for sustainable performance and collective cohesion in sports organi. Introduction One of the prevalent yet often overlooked issues in today's organizations is the phenomenon of organizational apathy. Organizational apathy refers to a condition in which employees show indifference toward the success or failure of their organization and feel no sense of belonging to it. Psychologists believe this phenomenon often arises from prolonged frustration and the resulting loss of hope in achieving personal goals within the organization. It is considered a silent crisis-a gradual decline and continuous, quiet deterioration-that, once it emerges, significantly influences the achievement or failure of organizational goals. Workplace apathy can stem from feelings of hopelessness, helplessness, boredom, and a loss of meaning. Determinism and learned helplessness are also motivation killers, fostering the belief that nothing can be done to improve one's situation. Previous studies, including those by Setin et al. (2013), Jalilian et al. (2022), and Zandi & Amani (2018), have identified factors such as lack of motivation, silence, disillusionment with organizational plans and future, unqualified opinions, and low levels of employee socialization as key contributors to organizational apathy. These studies have primarily employed quantitative methods and statistical analyses, often neglecting the personal experiences, perceptions, and narratives of employees. As previously mentioned, organizational apathy can have numerous consequences for organizations. Failure to identify its underlying causes may hinder effective decision-making regarding its prevention or resolution. Mothodology The study aimed to identify the causes of organizational apathy among employees of provincial Departments of Sports and Youth. The research had a fundamental goal in identifying causes and an applied goal in prioritizing the factors. The first phase of the study, focused on identifying causes, was qualitative in nature and based on grounded theory using Glaser’s (1992) model. Data collection in this phase involved qualitative interviews with experts and knowledgeable individuals on the subject. The researcher conducted interviews with informed individuals familiar with organizational apathy in provincial Departments of Sports and Youth across the country. A non-random, purposive sampling method was used based on two criteria: knowledge and experience. The sample size was determined by theoretical saturation, which was achieved after 12 interviews. For the structural-interpretive modeling phase, eight experts with organizational knowledge, particularly in sports, were consulted. The MICMAC software was used for structural-interpretive modeling. Findings A total of 41 open codes were categorized into eight axial codes: culture of silence, prevalence of negative behaviors, detachment from the organization, inappropriate behavioral patterns, value and belief conflicts, lack of intrinsic motivation, consumerist behaviors, and career plateauing—collectively forming the cultural-behavioral factors influencing organizational apathy. The structural-interpretive modeling results indicated that the most influential factor was lack of intrinsic motivation. The second level of influence was attributed to value and belief conflicts. The third level included inappropriate behavioral patterns and organizational detachment. The fourth level comprised the prevalence of negative behaviors and career plateauing. The fifth level was the culture of silence, and the final level of influence was consumerist behaviors. Discussion and Conclusion This study revealed that organizational apathy among employees in sports organizations is primarily driven by a lack of intrinsic motivation, which in turn affects other cultural and behavioral factors such as value conflicts, inappropriate behaviors, detachment, and a culture of silence. In this cycle, consumerist behaviors emerge as a visible consequence of the phenomenon. The MICMAC structural-interpretive analysis emphasizes that fostering intrinsic motivation, promoting shared values and beliefs, reforming organizational behaviors, and enhancing organizational culture can serve as effective starting points for reducing apathy and restoring employees’ emotional and cognitive engagement. Strategic management of these factors not only improves commitment and productivity but also paves the way for sustainable performance and collective cohesion in sports organi. Introduction One of the prevalent yet often overlooked issues in today's organizations is the phenomenon of organizational apathy. Organizational apathy refers to a condition in which employees show indifference toward the success or failure of their organization and feel no sense of belonging to it. Psychologists believe this phenomenon often arises from prolonged frustration and the resulting loss of hope in achieving personal goals within the organization. It is considered a silent crisis-a gradual decline and continuous, quiet deterioration-that, once it emerges, significantly influences the achievement or failure of organizational goals. Workplace apathy can stem from feelings of hopelessness, helplessness, boredom, and a loss of meaning. Determinism and learned helplessness are also motivation killers, fostering the belief that nothing can be done to improve one's situation. Previous studies, including those by Setin et al. (2013), Jalilian et al. (2022), and Zandi & Amani (2018), have identified factors such as lack of motivation, silence, disillusionment with organizational plans and future, unqualified opinions, and low levels of employee socialization as key contributors to organizational apathy. These studies have primarily employed quantitative methods and statistical analyses, often neglecting the personal experiences, perceptions, and narratives of employees. As previously mentioned, organizational apathy can have numerous consequences for organizations. Failure to identify its underlying causes may hinder effective decision-making regarding its prevention or resolution. Mothodology The study aimed to identify the causes of organizational apathy among employees of provincial Departments of Sports and Youth. The research had a fundamental goal in identifying causes and an applied goal in prioritizing the factors. The first phase of the study, focused on identifying causes, was qualitative in nature and based on grounded theory using Glaser’s (1992) model. Data collection in this phase involved qualitative interviews with experts and knowledgeable individuals on the subject. The researcher conducted interviews with informed individuals familiar with organizational apathy in provincial Departments of Sports and Youth across the country. A non-random, purposive sampling method was used based on two criteria: knowledge and experience. The sample size was determined by theoretical saturation, which was achieved after 12 interviews. For the structural-interpretive modeling phase, eight experts with organizational knowledge, particularly in sports, were consulted. The MICMAC software was used for structural-interpretive modeling. | ||
| کلیدواژهها [English] | ||
| Organizational Indifference, Cultural-behavioral factors, Sports Organization | ||
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آمار تعداد مشاهده مقاله: 10 |
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