Designing an interpretive structural model of obstacles to empowering human resources in the Ministry of Sports and Youth

Subject Areas : Education

somayeh emadi ^{1 *} , Abuzar Zare ² , Mehdi Rastegari ³ , zohrab gohari ⁴

1 - Assistant Professor, Department of Sports Management, Daryoun Branch, Islamic Azad University, Daryoun, Iran
2 - Lecturer at Farhangian University, Secretary of Physical Education of the General Department of Education of Fars Province
3 - Department of Physical Education and Sports Sciences, Firouzabad Branch, Meimand Center, Islamic Azad University, Meimand, Iran
4 - Doctor of Sports Management, Secretary of Physical Education, General Department of Education, Fars Province

Received: 2020-10-24 Accepted : 2022-03-12 Published : 2022-12-22

Keywords: Empowerment, Human Resources, Ministry of Sports and Youth, Interpretive Structure,

Abstract :

Introduction: The aim of the research was to design an interpretive structural model of human resources empowerment obstacles in the Ministry of Sports and Youth.
research methodology: The current research is a type of applied research that was conducted in the field using a mixed research method (qualitative and quantitative). The statistical population in the quantitative section, including managers and experts in the field of human resources of the Ministry of Sports and Youth and general managers of the provinces, was equal to 65 people, and in the qualitative section, 18 people were experts. Due to the limitation of members, the statistical population was equal to the sample. The research tool was a researcher-made questionnaire containing 16 barriers to empowering human resources of the Ministry of Sports and Youth, whose validity was confirmed by 7 sports management professors of the university and its reliability was confirmed by calculating Cronbach's alpha (α=0.82). Interpretive structural technique was used to structure the obstacles.
Findings: The results showed that there are 16 basic obstacles in the way of empowering the employees of the Ministry of Sports and Youth, and these obstacles were placed in eight levels. Obstacles of weak participation of operational units, lack of clear rules regarding empowerment and lack of attention to promotion and dimensions of empowerment in reward and encouragement system were placed at the basic level.
Conclusion: It can be said that clarifying the employee empowerment regulations and strengthening the reward and encouragement system, as well as the active participation of operational units in human resource empowerment training workshops, are among the priorities of decision and action.

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