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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
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Volume 9, Number 4, Part 18 December 25, 2012 ISSN:1097-8135
Life Science Journal
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ISSN: 1097-8135
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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
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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
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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
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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.
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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
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