- |
-
The relationship between social responsibility and effectiveness and job performance sport and non-sports officer in Hamedan province and Bahar city
Poster Presentation
Paper ID : 1122-11THCONF
Authors
1دانشجو
2دانش اموخته
Abstract
Introduction: Harefin and Barney (1992) have a social responsibility to the tasks and responsibilities that the organization must take to maintain, maintain and help the community in which it operates (according to Mashbaki and Khalili Shojaee, 2010). Generally speaking, social responsibility is a commitment to decide on actions that, in addition to securing their own interests, will also improve the welfare of the community. The purpose of social responsibility is that, as organizations have a major impact on society, their activities must in no way be harmful to society, and if the losses of relevant organizations are required to compensate for it. Simply put, organizations must act as something related to the larger system in which they are located (Khalili Iraqi, 2005). The main issue of the present research is whether there is a relationship between the social responsibility of the organization and the effectiveness and professional performance of the formal and informal managers.
Methodology: The method of this descriptive-correlational study is in terms of applied purpose. The statistical population consisted of all employees of the General Directorate of Sports and Youth and sports managers and non-administrators of education in Hamadan and bahar. The sample size was estimated at Morgan table of 65 people. Measurement tool was Social Responsibility Questionnaire, Parsons Organizational Effectiveness and Paterson's Job Performance. The faculty and content validity was studied by the related professors and the reliability of the questionnaires was 0.88, 0.83 and 0.89, respectively. The results were analyzed using spss20.
Results: Findings indicated that the correlation coefficient between social responsibility and job performance (0.412) and significance level of 0.001 showed that the correlation coefficient was positive and significant. Meanwhile, there was no significant relationship between social responsibility and organizational effectiveness (p = 0.073).
Discussion: In general, people in organizations can play a role as an active member of the organization, they will be happy and satisfied, and will increase productivity, performance, helping colleagues, organizational progress, and organizational commitment.
Methodology: The method of this descriptive-correlational study is in terms of applied purpose. The statistical population consisted of all employees of the General Directorate of Sports and Youth and sports managers and non-administrators of education in Hamadan and bahar. The sample size was estimated at Morgan table of 65 people. Measurement tool was Social Responsibility Questionnaire, Parsons Organizational Effectiveness and Paterson's Job Performance. The faculty and content validity was studied by the related professors and the reliability of the questionnaires was 0.88, 0.83 and 0.89, respectively. The results were analyzed using spss20.
Results: Findings indicated that the correlation coefficient between social responsibility and job performance (0.412) and significance level of 0.001 showed that the correlation coefficient was positive and significant. Meanwhile, there was no significant relationship between social responsibility and organizational effectiveness (p = 0.073).
Discussion: In general, people in organizations can play a role as an active member of the organization, they will be happy and satisfied, and will increase productivity, performance, helping colleagues, organizational progress, and organizational commitment.
Keywords
Subjects