Document Type : Original Article
Authors
1
PhD in Sports Management, Lecturer in the Department of Physical Education and Sports Sciences, Isfahan Branch (Khorasgan), Islamic Azad University. Isfahan, Iran
2
PhD in Sports Management, Department of Physical Education and Sports Sciences, Islamic Azad University, Science and Research Unit, Tehran, Iran
3
Senior expert in sports management, Department of Physical Education and Sports Sciences, Isfahan Branch (Khorasgan), Islamic Azad University, Isfahan, Iran
Abstract
Objective: The present study was conducted with the aim of designing a meritocracy indicators model for the physical education managers of the country's Basij Moghavemat club based on Iran's Islamic pattern of progress.
Methodology: Due to the qualitative and exploratory nature of the subject, the qualitative research method was based on data type and Glaser (1992) method was used. The statistical sample of this study included 16 managers of the country's Basij resistance clubs and faculty members of university sports management, and sampling continued until theoretical saturation was achieved.
Results: Data were coded using open, axial and selective three-stage coding methods and the results of open coding identified 224 marks in three areas of individual competence (attitude, behavioral and intelligence), value (organizational and Islamic) and professional (knowledge, skill and Managerial) led. Codes related to research components include individual competence including attitudinal indicators (self-confidence, work conscience, positive thinking, Iranian and Islamic identity, comfort and hope), behavioral indicators (disciplined, self-control, organizational dynamism, independence-seeking and transcendentalism, Art of expression, competitiveness, commitment), and indicators of intelligence (emotional, cognitive, managerial), value competencies including organizational indicators (ethical, justice-seeking, value-creating, program-oriented), Islamic indicators (trustworthy, pious, self-sacrificing) , Being thankful and believing, believing), and job competence including skill indicators (interactive, participatory, entrepreneurial and innovation, detente), knowledge indicators (knowledgeable, expedient and wise, legitimacy, information technology and professionalism), and Management indicators (financial, administrative, human resources, leadership, marketing, communication, health, conflict management, critique, creativity, decision-making and negotiation).
Keywords
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