نقش ابعاد هنرآفريني شغل بر جو سازماني وزارت ورزش و جوانان جمهوري اسلامي ايران

The Role of Job Crafting Components in Organizational Climate of Sport and Youth Ministry of Islamic Republic of Iran

ﭼﮑﯿﺪه ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ اﯾﻨﮑﻪ ﻫﻨﺮآﻓﺮﯾﻨﯽ ﺷﻐﻞ از اﺑﺰار ﺗﻮاﻧﻤﻨﺪﺳﺎزي ﻣﻨﺎﺑﻊ اﻧﺴﺎﻧﯽ اﺳﺖ و اﺛﺮ ﻣﻄﻠﻮﺑﯽ ﺑﺮ ﻣﺤﯿﻂ ﺳﺎزﻣﺎن ﻣﯽﮔﺬارد، ﭘﮋوﻫﺶ ﺣﺎﺿﺮ ﺑﺎ ﻫﺪف ﺑﺮرﺳﯽ ﻧﻘﺶ اﺑﻌﺎد ﻫﻨﺮآﻓﺮﯾﻨﯽ ﺷﻐﻞ ﺑﺮ ﺟﻮ ﺳﺎزﻣﺎﻧﯽ وزارت ورزش و ﺟﻮاﻧﺎن ﺟﻤﻬﻮري اﺳﻼﻣﯽ اﯾﺮان ﻃﺮاﺣﯽ ﺷﺪه اﺳﺖ. 191 ﻧﻔﺮ از ﮐﺎرﺷﻨﺎﺳﺎن و ﻣﺪﯾﺮان ﺳﺘﺎدي وزارت ورزش و ﺟﻮاﻧﺎن ﺑﻪﺻﻮرت ﺗﺼﺎدﻓﯽ و ﺑﺮاﺳﺎس ﺟﺪول ﮐﺮﺟﺴﯽ و ﻫﻤﮑﺎران (از ﺟﺎﻣﻌﮥ 500 ﻧﻔﺮي) در ﺗﺤﻘﯿﻖ ﺣﺎﺿﺮ ﺷﺮﮐﺖ ﮐﺮدﻧﺪ و ﺑﻪ ﭘﺮﺳﺸﻨﺎﻣﻪﻫﺎي ﻫﻨﺮآﻓﺮﯾﻨﯽ ﺷﻐﻞ (ﺗﯿﻤﺰ و ﻫﻤﮑﺎران، 2012) و ﺟﻮ ﺳﺎزﻣﺎﻧﯽ (ﻫﺎﻟﭙﯿﻦ و ﮐﺮاﻓﺖ، 1963) ﭘﺎﺳﺦ دادﻧﺪ. ﭘﺲ از ﺑﺮرﺳﯽ رواﯾﯽ ﺻﻮري و ﻣﺤﺘﻮاﯾﯽ ﭘﺮﺳﺸﻨﺎﻣﻪﻫﺎ ﺗﻮﺳﻂ 17 ﻧﻔﺮ از اﺳﺘﺎدان، رواﯾﯽ واﮔﺮا )ﺑﺎر ﻋﺎﻣﻠﯽ ﺑﺎﻻي 0/40(، ﻫﻤﮕﺮا )AVE ﺑﺎﻻي 0/5( و اﻓﺘﺮاﻗﯽ )AVE≥R2( ﻧﯿﺰ ﺗﺄﯾﯿﺪ ﺷﺪ. ﺗﺠﺰﯾﻪوﺗﺤﻠﯿﻞ ﻧﺘﺎﯾﺞ ﺑﺎ اﺳﺘﻔﺎده از ﻣﺪل ﻣﻌﺎدﻻت ﺳﺎﺧﺘﺎري ﻧﺸﺎن داد ﮐﻪ ﻣﻬﻢﺗﺮﯾﻦ ﻋﺎﻣﻞ ﺑﺮاي اﯾﺠﺎد ﺟﻮ ﺳﺎزﻣﺎﻧﯽ ﻣﺜﺒﺖ از ﻃﺮﯾﻖ ﻫﻨﺮآﻓﺮﯾﻦ ﮐﺮدن ﻣﻨﺎﺑﻊ اﺟﺘﻤﺎﻋﯽ ﺷﻐﻞ ﺣﺎﺻﻞ ﻣﯽﺷﻮد (0/65= r =0/62 ،t = 8/04 ،R2). ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺑﺎر ﻋﺎﻣﻠﯽ ﺑﺎﻻي روﺣﯿﮥ ﮔﺮوﻫﯽ (1/22= r =1/10 ،t = 8/04 ،R2) ، ﻇﺮ ﻣﯽرﺳﺪ ﮐﻪ ﺑﯿﺶ از آﻧﮑﻪ ﺳﺎﺧﺘﺎرﻫﺎي ﺷﻐﻠﯽ در ﺳﺎزﻣﺎنﻫﺎي دوﻟﺘﯽ ورزﺷﯽ ﺑﺰرگ ﺑﻪ ﺟﺮح و ﺗﻌﺪﯾﻞ ﻧﯿﺎز داﺷﺘﻪ ﺑﺎﺷﻨﺪ، رواﺑﻂ اﺟﺘﻤﺎﻋﯽ و ﭘﻮﯾﺎﯾﯽ ﻣﻨﺎﺑﻊ اﻧﺴﺎﻧﯽ ﻣﯽﺗﻮاﻧﻨﺪ ﺟﻮ ﺳﺎزﻣﺎﻧﯽ را دﺳﺘﺨﻮش ﺗﻐﯿﯿﺮات ﻣﺜﺒﺖ ﮐﻨﻨﺪ. ﺑﻪ ﻫﻤﯿﻦ دﻟﯿﻞ ﺑﻪ ﻣﺪﯾﺮان و ﻃﺮاﺣﺎن ﻣﺸﺎﻏﻞ در ﺳﺎزﻣﺎنﻫﺎي ﺑﺰرگ ورزﺷﯽ ﭘﯿﺸﻨﻬﺎد ﻣﯽﺷﻮد ﮐﻪ ﺑﯿﺸﺘﺮ ﺑﺮ وﯾﮋﮔﯽﻫﺎي اﺟﺘﻤﺎﻋﯽ ﺷﻐﻞ ﺑﺮاي ﻧﯿﺮوي ﮐﺎر ﺗﻮﺟﻪ ﮐﻨﻨﺪ ﺗﺎ ﺑﺘﻮان ﺗﺎ ﺣﺪودي از ﭘﯿﺎﻣﺪﻫﺎي ﻣﻨﻔﯽ ﺑﻮروﮐﺮاﺳﯽ در ﺳﺎزﻣﺎنﻫﺎي ﺑﺰرگ دوﻟﺘﯽ ورزﺷﯽ ﺟﻠﻮﮔﯿﺮي ﮐﺮد.

Given that job crafting is the one of the empowerment tools for human resources and it has a favorable impact on organization environment, this study aimed at investigating the role of job crafting components in organizational climate of Sport and Youth Ministry of I.R.Iran. 191 experts and managers of Sport and Youth Ministry randomly participated in the study by Krejcie et al. Table (selected from a population of 500 subjects) and responded to job crafting scale (Tims et al., 2012) and organizational climate questionnaire (Halpin and Craft, 1963). After 17 professors investigated the face and content validity of the questionnaires, divergent (factor loading over 0.40), convergent (AVE over 0.5), and discriminant (AVE≥R2) validity were confirmed. Structural equal modeling results showed that the best factor to create organizational climate was obtained via crafting social job resources (r=0.62, t=8.04, R2=0.65). Regarding the high factor loading of team spirit (r=1.10, t=8.04, R2=1.22), it seems that before that job structures need altering in mega governmental sport organizations, social relations and human resources dynamics can develop positive changes in organizational climate. Thus, job designers and managers of mega governmental sport organizations are recommended to mainly emphasize job social characteristics for workforces so that negative consequences of bureaucracy in governmental sport organizations could be prevented to some extent.