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Volume 9, Number 4, (Cumulative No.31) Part 18 December 25, 2012 ISSN:1097-8135 Volume 9, Number 4, Part 18 December 25, 2012 ISSN:1097-8135 Life Science Jour nal Life Science Jour nal L i f e S c i e n c e J o u r n a l Marsland Press 2 0 1 PO Box 180432, Richmond Hill, New York 11418, USA 2 V Website: o l u m http://www.sciencepub.net e 9 , Emails: N u m [email protected] b e [email protected] r 4 , P a Phone: (347) 321-7172 r t 1 8 I S S N : 1 0 9 7 - 8 1 3 5 ISSN 1097-8135 Websites: http://www.lifesciencesite.com MARSLAND PRESS http://www.sciencepub.net Copyright © 2005-2012 Marsland Press / Zhengzhou University Emails: Multidisciplinary Academic Journal Publisher [email protected] [email protected] 9 771097 813002 Volume 9, Number 4, Part 18 December 25, 2012 ISSN:1097-8135 Life Science Journal Websites: http://www.lifesciencesite.com MARSLAND PRESS http://www.sciencepub.net Emails: Multidisciplinary Academic Journal Publisher [email protected] [email protected] ISSN: 1097-8135 Life Science Journal Acta Zhengzhou University Oversea Version (Life Sci J) Life Science Journal, the Acta Zhengzhou University Oversea Version, is an international journal with the purpose to enhance our natural and scientific knowledge dissemination in the world under the free publication principle. The journal is calling for papers from all who are associated with Zhengzhou University-home and abroad. Any valuable papers or reports that are related to life science - in their broadest sense - are welcome. Other academic articles that are less relevant but are of high quality will also be considered and published. Papers submitted could be reviews, objective descriptions, research reports, opinions/debates, news, letters, and other types of writings. Let's work together to disseminate our research results and our opinions. Editor-in-Chief: Shen, Changyu, Ph.D., Professor, Chinese Academy of Sciences Associate Editors-in-Chief: Ma, Hongbao; Cherng, Shen; Xin, Shijun Editorial Boards: Aghdam, Hashemi; An, Xiuli; Chandra, Avinash; Chen, George; Dong, Ziming; Duan, Guangcai; Edmondson, Jingjing; Gao, Danying; Huang, Shuan-Yu; Li, Xinhua; Li, Yuhua; Lindley, Mark; Liu, Hua; Liu, Hongmin; Ma, Margret; Qi, Yuanming; Sabyasachi Chatterjee; Shang, Fude; Shi, Lifeng; Song, Chunpeng; Sun, Yingpu; Wang, Lidong; Wen, Jianguo; Xu, Cunshuan; Xu, Yuming; Xue, Changgui; Zaki, Mona; Zhang, Jianying; Zhang, Kehao; Zhang, Shengjun; Zhang, Xueguo; Zhang, Zhan; Zhang, Zhao; Zhu, Huaijie Introductions to Authors with city, state/province, zip code, and country; and the 1. General Information name, complete mailing address, telephone number, (1) Goals: As an international journal published both in print and facsimile number (if available), and at least one email on internet, Life Science Journal is dedicated to the address for author(s). (2) Abstract: including Background, dissemination of fundamental knowledge in all areas of Materials and Methods, Results, and Discussions. (3) Key nature and science. The main purpose of Life Science Words. (4) Introduction. (5) Materials and Methods. (6) Journal is to enhance our knowledge spreading in the world Results. (7) Discussions. (8) Acknowledgments. (9) under the free publication principle. It publishes full-length References. papers (original contributions), reviews, rapid 3. Manuscripts Submission communications, and any debates and opinions in all the (1) Submission Methods: Submission through email fields of nature and science. ([email protected]) is encouraged. 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When the manuscript(s) is submitted to the journal, the Annual Increase of Investment”. authors agree the following: All the authors have (9) References: Cite references by “last name, year”, e.g. “(Smith, participated sufficiently in this work; The article is not 2003)”. References should include all the authors’ last published elsewhere; Authors are responsibility on the names and initials, title, journal, year, volume, issue, and contents of the article; The journal and author(s) have same pages etc. right for the copyright of the article and either of the journal Reference Examples: or author(s) can use it by anyway without noting the other Journal Article: Hacker J, Hentschel U, Dobrindt U. party. Prokaryotic chromosomes and disease. Science (5) Publication Costs: US$500 per article to defray costs of the 2003;301(34):790-3. Book: Berkowitz BA, Katzung BG. publication will be paid by the authors when it is received. Basic and clinical evaluation of new drugs. In: Katzung Extra expense for color reproduction of figures will be paid BG, ed. Basic and clinical pharmacology. Appleton & by authors (estimate of cost will be provided by the Lance Publisher. Norwalk, Connecticut, USA. 1995:60-9. publisher for the author’s approval). (10) Submission Address: [email protected], Marsland (6) Advertisements: The price will be calculated as US$400/page, Press, PO Box 180432, Richmond Hill, New York 11418, i.e. US$200/a half page, US$100/a quarter page, etc. Any USA, 347-321-7172. size of the advertisement is welcome. 2. Manuscript Preparation Marsland Press / Zhengzhou University Each manuscript is suggested to include the following PO Box 180432, Richmond Hill, New York 11418, USA components but authors can do their own ways: http://www.lifesciencesite.com; http://www.sciencepub.net (1) Title: including the complete article title; each author’s full [email protected]; [email protected] name; institution(s) with which each author is affiliated, © 2005-2012 Marsland Press / Zhengzhou University CONTENTS 390 The Relationship between Power Bases of Sports Federations’ Presidents with 2617-2624 Employees Job Performance and Job Satisfaction Tahereh Nedaee, Khalil AlaviSeyedeh Farideh Hadavi, Lila Sabbaghian Rad 391 The Study of Factors Pertaining to Administrators' Empowerment Kaleibar schools, 2625-2629 Iran Sadegh Maleki Avarsin and Habibeh Najafi Kaleybar 392 Relationship between Manufacturer Product Strategies and Supply Chain Inventory 2630-2638 in a Company Jafari Ali, Rasouli Dizaji Mohammad, Komari Alaie Mohammad Reza 393 Expert System for Offline Clinical Guidelines and Treatment 2639-2658 Tanzila Saba, Saleh Al-Zahrani and Amjad Rehman 394 Collapse of Authenticity of Artistic Work 2659-2664 Yousef Afarini 395 Partial edentulism: a five year survey on the prevalence and pattern of tooth loss in a 2665-2671 sample of patients attending King Abdul Aziz University - Faculty of Dentistry. Lana A. Shinawi 396 Study And Development of Governmental Services Cost Price Accounting Model in 2672-2684 Iran Nasrollah Janafzae, Gholam Hossein Khorshidi 397 Effect of NATO expansion into the Central Asia and the Caucasus and Russia's 2685-2692 reaction to it Iraj Mazarei 398 Kinetic Spectrophotometric Determination of Zafirlukast in Bulk and in Drug 2693-2701 Formulations Amal Mahmoud Abou Al Alamein 399 Specifying balance in expense and time as a result of changing method of collecting 2702-2715 and transporting rubbish at 22 districts of Tehran Mozhgan Moharrami and Ajdar Akson 400 Effect of Biological Fertilizers on Germination Indices in Wheat Cultivars With 2716-2720 Drought In Greenhouse Elena Khabiri, Yousef Alaei, Seyed sajjad moosavi, Ali Mohammadpour Khanghahand Maryam Jafari 401 Comparison of analytical and experimental results of ductility factor in reinforced 2721-2734 concrete structures Hamid Reza Ashrafi, Hossein Behsan and Neda esmaeili I 402 A Survey of the Life and Time of Aboulkhir Khan the Shaibani as Reflected in the 2735-2739 Moghimkhani Biographies and Sparsely in other Authentic Historical Documents Mohammad Geraili Kerapi 403 Serum ferritin and iron in diabetic and non-diabetic with acute myocardial infarction 2740-2745 Hamid Sharif Nia, Ali Akbar Haghdoost, Yiong Huak Chan, Fariba Tabari, Abolfazl Hashemi, Babak Alaei, Mohammad Taghi Salehi Omran, Abolghasem Siyadat Panah, Mohammad Ali Soleimani 404 Comparison effect organic humic fertilizers the dry matter maize genotypes in 2746-2749 Ardabil region Maryam Jafari, Ali Mohammadpour Khanghah, Yousef Alaei, Seyed Sajjad Moosavi and Elena Khabiri 405 Globalisation and Labour Supply of Single Female Heads of Households in Malaysia 2750-2759 Rahmah Ismail, Poo Bee Tin 406 Heteroplasmy of Leber hereditary optic neuropathy and clinical expression in 2760-2763 Chinese pedigrees with 11778A mutation Wen-cui Wan,Yu Zhu, Xue-min Jin 407 Providing optimal model for water resources management based on trade approach 2764-2768 in virtual water Nima Tavakoli Shirazi , Gholam Hossein Akbari II Life Science Journal 2012;9(4) http://www.lifesciencesite.com The Relationship between Power Bases of Sports Federations’ Presidents with Employees Job Performance and Job Satisfaction Tahereh Nedaee1, Khalil Alavi2, Seyedeh Farideh Hadavi3, Lila Sabbaghian Rad4 1, 2. Department of Physical Education and Sports Sciences, University of Qom, Qom, Iran 3. Department of Physical Education and Sports Sciences, Eslamshahr Branch, Islamic Azad University, Tehran, Iran 4. Department of Physical Education and Sports Sciences, Science and Research Branch, Islamic Azad University, Tehran, Iran Abstract:The purpose of this study was to investigate the relationship between power bases of sports federations' presidents (PBSP-other) with employee's job performance and job satisfaction (both from the viewpoint of employees). The population in this study consisted of the employees of sports federations including experts, chiefs and vise chiefs of federation committees, among whom 288 people were selected as the statistical sample. The POSP-other questionnaire (with 15 questions in 9-point Likert scales) and employees’ job performance and job satisfaction questionnaires with 4 questions and 6 questions , in 5-point Likert scales respectively, were confirmed after being translated and approved by 30 experts in the fields of language, management and physical education. Internal consistency of the questionnaires was estimated using Cronbach's alpha which obtained α=0.95, α= 0.83 and α= 0.66 for power , employee's job performance and job satisfaction from their points of view, respectively. Pearson correlation coefficient and hierarchical multiple regression analyses were used to analyze all the hypotheses. The results indicated that employees believed that presidents of sports federations had legitimate, referent, expert, reward and coercive power bases, respectively, and a significant relationship was found between PBSP-other with job performance (r=0.158) and job satisfaction (r=0.155). Hierarchical multiple regression analyses revealed that, among power bases of sports federations; referent power base was a better predictor for employees’ job performance and job satisfaction. [Tahereh Nedaee, Khalil Alavi, Seyedeh Farideh Hadavi, Lila Sabbaghian Rad. The Relationship between Power Bases of Sports Federations’ Presidents with Employees Job Performance and Job Satisfaction. Life Sci J 2012;9(4):2617-2624]. (ISSN: 1097-8135). http://www.lifesciencesite.com. 390 Keywords: Power bases, Federations' presidents, Federations' employees, Employees’ job performance, Employees’ job satisfaction 1. Introduction Barksdal (2009) presented two important According to Russell (1938), similar to energy characteristics of power as ability in using power and as a fundamental concept in physics, power is a its communication aspects; in the first case, a person fundamental concept in social sciences (37). The may have power but does not use it; in the second definition of Hersey and Blanchard (2005) for case, a person may use power depending on the leadership as the ability of the person for influencing relationship between people and situations in which and affecting others to reach the goals reveals that they are placed (26, 3). The process of influencing having power tools is the required capability for this others as the most important tool available for purpose (16). Rahim (1989) considered power the managers takes place through power imagination, the capability of the person to change and control generation of which requires accessing power sources behaviors, attitudes, beliefs, goals and needs of others (8). Etziony (1961) divided power sources into two in order to obtain the goals of the organization (33). official and personal groups and believed that the Miner (1998) defined power as the ability in having directions of official and personal powers were from another person do something while s/he would not top to bottom and from bottom to top, respectively. otherwise (13). According to him, influence has a Official power depends on the level of reward, broader concept than power and power is in fact a coercion and sanction which are imposed by the form of influence. Imam Mohammad Ghazali (1058- manager or leader on their followers; however, 1111) also used four stages of human desires including personal power is the level of obtaining trust and instinctive, nervous, sinister and divine for presenting assurance of those people who are important in terms the concept of power (14). Hilland and Yousp (1999) of influence (19). The most important categorization believed that real power is obtained when people of power bases was done by French and Riven (1959) eagerly help their manager or organization in reaching who referred to five intrapersonal power bases the goals (17). Monduate and Medina (2004) and including reward, coercive, expert, referent and http://www.lifesciencesite.com 261 7 [email protected] Life Science Journal 2012;9(4) http://www.lifesciencesite.com legitimacy power types. Considering this satisfaction as arising when an individual perceives his categorization, official power and personal power are or her job as fulfilling values that is considered related to reward, coercive and legitimacy and to important to that individual (21). Spector (1997) referent and expert powers, respectively (9, 2, 6). described job satisfaction is simply how people feel Coercive power (punishment, force): is the idea about their jobs and different aspects of their job (40). resulted from the required ability for punishing and According to Lawler (1990), Satisfaction refers to reprimanding due to the lack of performance of people’s feeling about the rewards they have received employees and is the negative aspect of coercive (21). The earlier Likert (1961) identified that job power (10, 11). If this power is constantly used by the satisfaction is linked to supportive, friendly and also managers of the organization, it could generate helpful leaders. He also concluded that quality feelings like discouragement, despair, fear, reduction leadership creates a work team where trust and in efficacy, performance and effectiveness, confidence are central, communication is effective and dissatisfaction, turnover, resentment and hostility conflict, if any, is constructive (2). However, this among the employees (12, 2, 13, 9). Reward power: is hypothesis is not well supported, as job satisfaction is the idea of the ability for providing what is desirable to not the same as motivation or aptitude, although they be owned by others. Excessive reliance on this kind of may be clearly linked. A primary influence on job power leads the employees to think that they are means satisfaction is the application of Job design, which for the ends of their managers. Also, they may lose aims to enhance job satisfaction and performance their motivation and tendency to work and this kind of using methods. Job performance means the efforts and power loses its influence (12, 7, 2). Legitimate power behaviors of individuals for fulfilling organizational (legal): is the idea of manager’s efficiency in decision objectives (9). Many pointed out use performance making based on ranking or organizational level (10, apprasials as a regular managerial procedure (25). 2). Constant use of this kind of power causes Researchers assume that leadership behaviors and discouragement and indifference of employees and influence affect outcomes, such as group performance invalidates this kind of power, especially when it is and goal attainment, by influencing the behaviors of awarded without any expertise. In such a case, it subordinates (47). Bass (1990) and Yuki (1994) also wastes human forces and, finally, leads to the found that leaders sometimes could pose a strong dissatisfaction and unwillingness of employees (14, influence on employees and on organizational 12). Referent power (authority): is the notion resulted outcomes (4).. This suggests that the leader has from creating attraction and charisma among the influence on his/her followers by using different followers. This kind of power has an emotional nature leadership styles or by using power bases. In spite of in which employees benefit from states like attraction, different studies on the power bases of French and infatuation, loyalty, commitment, imitation and effort Riven (1959) thus far, there are few studies on the (6, 13). Expert power: is the idea of having experience, application of these bases and their effects on the expertise, knowledge and power for analyzing employees’ job satisfaction, job performance. conditions. This is what the group members are Mozafari and Tabaeyan (2004) demonstrated that lacking (11). Expertise is one of the most important power bases of the presidents of physical education power sources in the organizations. As a result of task faculties included expert, information, reward, specialization, people highly depend on the expert to personal, relational, legitimate and punishment in reach their goals. Having power bases for order and effectiveness of managers increased with the organizational managers is a tool for influencing and increase in power of expert, information and reward generating obedience in employees. Appropriate and (29). Ramezaninejad et al. (2010) concluded that timely use of power bases by managers leads the couches should use power of expert and referent more behavior of organizations' employees toward fulfilling than other power-imposing methods in order to the organizational objectives. The closer the increase satisfaction among individual and team organization to its (individual, group and athletes. Reward, legitimate and coercive powers were organizational) objectives, the more effective the in the next positions (35). Moreover, legitimate power organization could be called (15, 16, 2). Different had no effect on personal performance. Elangovan and variables are involved in the studies related to JialinXie (2000), Ivancovich (1970) and Burk and organizational behavior and in the dimension of Wilcox (1971) found a positive relationship between employees’ effectiveness. The effectiveness-dependent the dependent variable of job satisfaction and expert variables which have been studied include job power of the manager (12, 18, 6). In addition to the satisfaction, job performance, job stress, leaving the dependent variable of job satisfaction, this kind of job and so on (14, 8, 44). Job satisfaction means conclusion was found by Bachman et al. (1968) in tendency level or positive feeling and love of the terms of performance of employees (1). Cope (1972) person to his/her job. Locke (1976) defined job found a weak relationship between legitimate power http://www.lifesciencesite.com 261 8 [email protected] Life Science Journal 2012;9(4) http://www.lifesciencesite.com and job satisfaction while Rice et al. (2005) found that (2004) investigated employees’ effectiveness in his legitimate and expert powers had priority among the doctorate dissertation and classified them in four five power bases of French and Riven (9, 36). Verhost subscales of job stress, job satisfaction, job (2004), Student (1968), Lutans (1995), Tworoger and performance and intend to stay in or leave the job and Preziosi (2004) obtained a significantly positive found no significant relationship between different relationship between powers of referent and expert of types of leadership and these effectiveness factors (8). managers and performance of employees (48, 42, 24, Nobakht et al (2012) found significant relationship 19). Wan et al. (2003) reported power of coaches and between job satisfaction and managerial roles (31). managers of physical education programs from the Although various studies have been done on viewpoints of athletes as follows: coaches had more the relationship between power sources of managers legitimate and expert powers while managers had more and variables like job performance, job satisfaction in legitimate and punishment powers and less referent organizations and offices between managers and power (42). Nourbakhsh and Mohammadi (2004) employees, there has been few studies in the field of concluded that power sources of managers of physical sports organizations including presidents of sports education faculties all over the country included federations; specifically, when job satisfaction, job expert, legitimate, referent, coercive and reward (31). performance is considered a multi-dimensional and KarimiTorqabeh (2004) found that managers of complicated variable which is seemingly closer to the Physical Education Organization in Mashhad used power sources available to the managers. The variables personal power source and especially expert power to which can facilitate or challenge obtaining personal a more extent (19). Bachman et al. (1966) conducted a and organizational goals by themselves or along with study and found a weakly positive relationship and a each other should be investigated in order to clarify the negative relationship between expert and referent issue. Furthermore, it is important and necessary to powers of the managers of faculties on the one hand consider sports managers who are seeking for the and their job satisfaction and intent to stay on the success of their organizations and have influence and other, respectively (2). Slocum (1970) reported a high, power tools and the employees who have a direct positive relationship between expert and referent relationship with federations' presidents and follow power and employees’ performance and a low positive them; via this common interaction, their effectiveness relationship between legitimate power and and ineffectiveness would be determined in terms of performance (39). Rahim et al (2001) believed that the mentioned variables. Thus, the main question is performance can be increased by reward, legitimate, this: Is there a relationship between power sources of expert and finally referent powers (34). Thamhain and presidents of sports federations with job satisfaction Gemmill (1974) reported low positive, significantly and job performance? Which power source can be an positive, low negative, negative and negative appropriate predictor for these variables? relationships between power bases of referent and 2.Materials and methods performance, expert and performance, reward and 2.1. Research Method performance, legitimate and performance and coercive This research had a correlational design which with performance and job satisfaction, respectively was done in the field. (43). Dunne et al. (1972) found no relationship 2.2.Population, Samples and Sampling Method between reward power and job satisfaction (11). The research population included all Bateman (1999) attributed power of reward and expert employees of sports federations. The employees were to the performance in a positive way (5). Gupta and all experts of sports federations with at least a Master’s Sharma (2008) believed that soft power sources degree or a level-2 coaching certificate who had (expert, referent, information) would lead to broader worked for one year (full-time or part-time) at the time obedience of organizational employees compared with of the study (committee chiefs of the federation and hard power sources (reward and coercive) (15). A their vice chiefs were in this group as well). The significant relationship was found between expert and employees determined power bases of presidents of reward power of couches and satisfaction of athletes in sports federations and their effectiveness. They were Turman (2006) (45). According to Lee (2008), 700 people at first and 248 people were selected as the application of referent, expert and reward powers leads sample size according to Morgan’s table. 300 to both higher influence of managers over lower- questionnaires were distributed in the stratified ranking managers and their satisfaction (23). Klocke sampling method due to the possibility of lack of (2004) considered encouraging power along with soft return and carelessness in filling out the influencing tactics (expert, reward and referent) more questionnaires; finally, 288 thoroughly completed influential than limited control and hard influencing questionnaires were analyzed tactics (coercive and legitimate) in group performance 2.3. Research Tools and tendency toward team knowledge (20). Chen http://www.lifesciencesite.com 261 9 [email protected] Life Science Journal 2012;9(4) http://www.lifesciencesite.com Two questionnaires were used for doing this Table 1. Mean and standard deviation of components research. of power bases of sports federations’ presidents from Power bases of sports federations’ president employees’ viewpoints (PBSP-other) questionnaire from Wan et al. (2000) Variables Mean St. dev K-S sig which included 15 questions in the form of 9-point Reward 5.90 2.01 1.21 0.11 Likert scale from very correct (1) to very incorrect (9). Coercive 4.88 2.17 1.42 0.09 All three questions measured the same power base. Referent 6.42 2.03 1.51 0.08 The questionnaire employees' job satisfaction Expert 6.03 1.89 1.29 0.07 Legitimate 6.95 1.87 1.57 0.06 and job performance obtained from Chen (2005) which According to Table 1 which shows mean and included 6 questions and 4 questions in the form of 5- standard deviation of sports power bases of point Likert scale from strongly disagree (1) to federations’ presidents from the viewpoints of the strongly agree, respectively (5). employees, the mean of legitimate power (6.95) was 2.4. Evaluating Reliability and Validity of the more than other components of sports power bases. Research Tools Mean of punishment power (4.88) was lower than Content and face validity: After translating the other components. questionnaire, the ideas of 30 experts in the fields of language, management and physical education were Table 2. Mean and standard deviation of employees’ considered for determining and approving the content job satisfaction and job performance and face validity of the questionnaire. Variables Mean St dev K-S Sig Reliability: To evaluate the reliability of the Job Satisfaction 3.92 0.73 1.31 0.056 questionnaire, internal consistency (Cronbach’s alpha) Job Performance 4.20 0.95 1.42 0.051 was applied. The alpha of power bases, job satisfaction According to Table 2 which indicates mean and job performance were r= 0.95, r= 0.83 and r= 0.66 and standard deviation of job performance (4.20) was respectively. more than of mean of job satisfaction (3.92). 2.5. Research Methodology 300 questionnaires were distributed among the Testing the Hypotheses participants; however, only 288 perfectly completed There was a relationship between power bases questionnaires were collected during a four-month of federations’ presidents with employees’ job period. performance and job satisfaction. 2.6. Statistical Methods To analyze the data, the SPSS software was 16 Table 3. Pearson correlation coefficients for the sued. Descriptive statistics was used for calculating relationship between total sport power bases and frequency, mean, standard deviation and percentage. employees’ job performance and job satisfaction To test the hypotheses, first, Kolmogorov-Smirnov test Variables Mean Sig was used to determine the normality of data Job Satisfaction 0.155 0.008 distribution and the parametric test of Pearson Job Performance 0.158 0.007 correlation was applied for specifying the relationship In Table 3, Pearson correlation coefficients between the research variables. Then, the criterion demonstrate a significant relationship between power variables were predicted using hierarchical regression bases of federations’ presidents with employees’ job analysis. performance and job satisfaction (P<0.01). Therefore, 3. Results the null hypothesis was rejected and the alternative Descriptive Findings hypothesis was confirmed. Power bases of federations’ Men and women constituted 70.8% and 29.2% presidents had a significantly positive relationship with of the participants, respectively. 11.1% had high job performance and job satisfaction. school diploma, 52.4% Bachelor’s degree, 16% Master’s degree and 5.9% Doctorate degree. The age Table 4. Pearson correlation coefficients for the of 35.4% of the research participants was between 31 relationship of each sports power bases with and 40 years old, 23.6% between 41 and 50 years old, employees’ job performance and job satisfaction 21.9% over 50 years old and 19.1% below 30 years Variables Job Satisfaction Job performance old. In terms of job experience, 22.9% had 6 to 10, Reward .057 .094 20.5% between 1 and 5, 16.7% more than 20, 14.6% Coercive .062 .134* between 16 and 20 and 14.6% between 11 and 15 Referent .246** .100 years of experience. Only 10.8% had one year job Expert 180** .255** experience. As far as coaching was concerned, 21.2% Legitimate .150* .078 had international, 18.1% level-one, 17.7% national, 13.5% level-2 and 6.2% level-3 coaching certificates. http://www.lifesciencesite.com 262 0 [email protected] Life Science Journal 2012;9(4) http://www.lifesciencesite.com Table 4 demonstrates Pearson correlation for 4. Discussions job performance, job satisfaction and power bases. The main axis of each organization’s efforts is There was a significantly positive relationship between a competent manger who believes in the role of his/her job performance on the one hand and coercive and influence and power. Power of each manager is the expert on the other; however, it did not have any key and main principle in every organization since no significant relationship with reward, referent and organization can be established and no order can be legitimate. Job satisfaction had a significantly positive implemented without power (17, 2). If a manager is the relationship with referent, expert and legitimate effectiveness mastermind of every organization, the powers but no significant relationship with reward and employees are the beating heart and stout hands of that coercive ones. Power bases of federations’ presidents organization for fulfilling its effective goals and (reward, coercive, legitimate, referent and expert) were paving this way via their own efforts and actions. proper predictors for factors of employees’ job Among the smoothing variables of this challenging satisfaction and job performance way, power bases of the manager with job Power bases and job performance: Using performance and job satisfaction of employees can be hierarchical regression, legitimate and referent powers referred to. According to the findings of the present were entered into the equation and 8.8% of changes in research: job performance were explained. Since F (2.258) The employees of sports federations =13.83, P<0.001 was obtained after the analysis of considered power bases of federations’ presidents in sum of squares in hierarchical regression analysis, the the following way and order: legitimate, referent, relationship between the above variables and job expert, coercive and reward. Similar to most of other performance was significant. The following table governmental and official organizations with a demonstrates the square of multiple correlations (R2) hierarchical structure, in sports federations, and regression analysis. organizational rules and regulations play a main and powerful role; the higher the legitimate power and Table 5. Hierarchical regression analysis for the manager status, the more his/her influence on the relationship between power bases and job performance employees would be. Seemingly, in sports federations, Components B St co t R2 Sig it is the manager’s legitimate power (more than his/her Referent 0.222 0.441 4.95 0.065 0.001 referent and expert ones) which necessitates the Legitimate -0.113 -0.240 -2.69 0.023 0.007 obedience and acceptance of his/her orders and this is awarded to every manager by the organization. The The results of the above table showed that reason can be the weak and rigid relations between the prediction equation consisted of: federations’ presidents and employees, which is Job performance= 0.113 (legitimate) – 0.222 (referent) merely based on objectives, and this leads to more + 5.179 effect of legitimate power compared with expert, The summary of regression analysis showed technical, knowledge, referent, charisma, attraction that referent was a better predictor for the job and even reward powers. Another reason may be that performance. 6.5% of job satisfaction determined employees, especially at the level of chiefs and vice through referent and legitimate explained only 2.3% of chiefs of committees, perform their duties only changes in the job performance. according to the official and written orders and rules of their managers. This result was confirmed in the Table 6. Hierarchical regression analysis for the findings by Wann et al. (2000) and Rice et al. (2005) relationship between power bases and job satisfaction while the findings of Mozafari and Tabaeyan (2004), Components B S t c o t R2 Sig Nourbakhsh and Mohammadi (2004), Ramezaninejad Referent 0.126 0.352 77.4 0.060 0.001 et al. (2010), Burk and Wilcox (1977), Batman (1996), Reward - - - 0.017 0.024 Lee (2008), Karimi 2004)and Rahim (1989) did not 0.061 0.168 27.2 approve that. The results in the above table showed that The relationship between power bases of prediction equation was as follows: sports federations’ presidents with employees’ job Job satisfaction = 0.061 (reward) – 0.126 (referent) + performance and job satisfaction showed that: job 3.46 performance had a significantly positive relationship The summary of regression analysis showed only with expert and coercive power bases. As far as that referent was a better predictor for job satisfaction. expert power of the manager and its positive 6% of job satisfaction determined through referent and relationship with employees’ performance is reward explained only 1.7% of the changes in job concerned, it can be said that the employees may feel satisfaction. that their managers have skill, expert, knowledge and experience in that specific field and they do not have http://www.lifesciencesite.com 262 1 [email protected]

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Dec 25, 2012 Hamid Sharif Nia, Ali Akbar Haghdoost, Yiong Huak Chan, Fariba Tabari, Abolfazl. Hashemi, Babak Alaei, Mohammad Taghi Salehi Omran,
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