Explaining the work balance pattern in sports teachers with the hope and dark openings approach

Subject Areas : Human resource management

Sarah Asdalahi ¹ , Seyed Ehsan Amirhosseini ^{2 *} , Sardar Mohamadi ³ , Vali nowzari ⁴

1 -
2 - 2- Associate Professor, Department of sport Science, Yasuj Branch, Islamic Azad University, Yasuj, iran (Corresponding Author)
3 - 3- Professor in sport management department, physical education department, college of social and humanity sciences, university of Kurdistan, Sanandaj, Iran
4 - Assistant Professor Department of Physical Education, Arsanjan Branch, Islamic Azad University, Arsanjan

Received: 2025-03-16 Accepted : 2025-08-25 Published : 2025-10-15

Keywords: Work balance, sports teachers, role model,

Abstract :

The purpose of the present study was to explain the work balance pattern in physical education teachers with the approach of hope and darkness. The research method is a qualitative design and in terms of the content analysis method. The participants of the present study include all physical education teachers. It should be noted that organizational factors of work balance include the subcomponents of policies and coding of employee experience, organizational culture, career development opportunities, job meaningfulness, compensation, organizational commitment, integration of human resources functions and communication and feedback. Job factors of development include the subcomponents of job-employee fit, job enrichment, job goals and job security. Individual factors of development and work balance include the subcomponents of recognition and reward, personal characteristics and well-being and quality of work life, and finally development strategies include the subcomponents of meritocracy, participation in meetings and specialized workshops (learning organization), labor relations, performance management, career path, performance evaluation and management, and reduction of political interference and pressure. Creating opportunities for progress and growth includes the subcomponents of organizational creativity, continuous improvement, human resource excellence, organizational innovation, and career mentoring. Organizational silence includes the subcomponents of value differences, feelings of injustice, conflict creation, deviant behaviors, and decreased performance. Individual dissatisfaction includes the subcomponents of non-cooperation, neutralization, position reduction, and lack of appropriate status.

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