The effect of organizational agility on job burnout and the performance of employees of the General Directorate of Sports and Youth, Khorasan Razavi

Subject Areas : Innovation in Sports Management

fereshteh khodadadzadeh ¹ , seyed mohamad hosein hoseini ravesh ^{2 *}

1 - Department of Sports Sciences, Department of Sports Management, Mashhad Branch, Islamic Azad University, Mashhad, Iran
2 - Assistant Professor, Department of Sport Management, zabol Branch, Islamic Azad University, zabol, Iran

Received: 2024-10-23 Accepted : 2024-12-28 Published : 2025-01-07

Keywords: Organizational Agility, Job Burnout, Employee Performance.,

Abstract :

The purpose of this research was the effect of organizational agility on job burnout and the performance of employees of the General Directorate of Sports and Youth, Khorasan Razavi. This research was applied in terms of purpose, in terms of collecting field data and in terms of descriptive-correlation method. The statistical population of this research was all the employees of the General Directorate of Sports and Youth of Khorasan Razavi in 1403, whose number was 98, but the number of 93 questionnaires was finally analyzed statistically. The tools of data collection in this research were three organizational agility questionnaires of Spidzer (2007), job burnout questionnaire of Moslesh and Jackson (1986) and job performance questionnaire of Greenhouse et al. (2010). The findings were statistically analyzed with SPSS22 and SmartPls3 statistical software. The statistical methods used were Spearman's correlation coefficient and structural equation modeling. The results showed that there was a positive and significant relationship between organizational agility and its components with employee performance. The highest relationship between competence and employee performance was 0.604 and the lowest relationship between flexibility and employee performance was 0.478. Also, there was a negative and significant relationship between organizational agility and its components with job burnout. The highest relationship between speed and burnout was 0.574 and the lowest relationship between flexibility and burnout was 0.489. It was also observed that there was a negative and significant relationship between job burnout and its components with employee performance. The highest relationship between depersonalization and employee performance was 0.510 and the lowest relationship between emotional exhaustion and employee performance was 0.478. It is suggested that a culture of accountability be developed through managers in the organization, thereby increasing organizational agility and ultimately improving employee performance.

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