Turkish Journal of Scientific Research. Vol., 3 (2), 37-42, 2016 Available online at http://www.tjsrjournal.com ISSN 2148-5135 2016 The Relationship between Levels of Motivation and Staff s Productivity of Sport and Youth Organization in Ardebil, Iran Mir Masoum Sohrabi 1*, Saeed Daghighi 2, Parvaneh Mahmoodi 2 1 Ph.D Student in Urban Planning 2 MA in Sport Management * Corresponding Author Email: Sohrabi_Masoum@yahoo.com Abstract: the aim of this study was to examine the relationship between levels of Maslow's motivation and staff s productivity of Sports and Youth organization in Ardabil, Iran. This research was a correlationdescriptive study and it was applied in method which was performed in the field. The statistical population of this study was staffs of Sport and Youth organization of Ardebil, Iran who were individuals. Due to the limitation of the sample size, all of the population was analyzed, so, the population size and sample size were the same in this study. Data was collected using questionnaire of Maslow's levels of needs. To analyze the data descriptive statistics (frequency tables mean and standard deviation) and inferential statistics (Pearson correlation coefficient) were used which were used in relation to staff productivity based on Maslow s five levels of needs and were analyzed using SPSS19 software. The results showed that there was a significant correlation between Maslow's motivation and staffs productivity (p <0.05). The highest correlation of Maslow's motivation and staffs productivity were related to the need for self-actualization (r=0.68) and the lowest correlation of motivation of Maslow and employee productivity were related to the biological need (r=0.25). Keywords: Maslow s motivation levels, Staff s productivity, Sport and Youth organization. Introduction Efficiency is as a culture and a rational attitude to work which aimed to achieve a better life by making activities smarter (Khaki, 1997). Increase of productivity determined the most objective and responsible institution. In order to increase the efficiency, managers tried to maximize value and reduce the amount of resources. The first step in order to increase the productivity is to know the factors affecting it. Consequently, studies have shown that organizational structure was as one of the key factors affecting the productivity of organizations, both now and in the past. Today, we live in the age of the organization and it raised the importance of organization to better handle the issues, that if organizations are organized in accordance with the tasks and objectives that are based on scientific principles governed it increased efficiency and productivity and well duties to objectives of the organization, it will be able to organize and structure the contrary, if the result was not consistent with the tasks, objectives, combining human resources and environmental, it would fail the operation and management of the organization and forced problems caused by the improper structure of their time to fix the flaws in this case (Taheri, 2011). Since human beings have key role in development and development achieved by them, meeting the individuals motivational needs are importance, so, one of the primary duties of the manager is to provide the motivating reasons of staffs in a high level of performance. The manager should ensure that people work regularly and with positive contribution of the mission of the organization (including physical education organization). Job performance ability is related to environment and 37
motivation (Bordbar, 2009). Motivation is a serial process that starts with the need or lack and deprivation, then wanted to take the following action to end tensions and that its product, the behavior of the achievement of the goal. This process sequence may be required to satisfy. So, incentives lead to encourage and stimulate the individual to perform a task or behavior, while the motivation reflects a general desire. In all the research motivation has still very strong position of punishment and encouragement as motivation is concerned, and in this regard the money considered as a means of rewarding but is not the only motivating factor (Shekarlou, 1998). It is one of the issues related to motivation and employee productivity in the 1970s, the vast bulk of the West issues were dedicated to the management (Eghbali, 2001). Mirza-mohammadi and Zahedi (2006) studied the relationship between the supply of Maslow's needs hierarchy job satisfaction of 5th district superintendents of education in Tehran, Iran were reported that there was a significant relationship among the supply of Maslow's needs hierarchy and job satisfaction, productivity and managers. Also, there was no relationship among job satisfaction, gender and education of managers. William James (1842-1910) to investigate the motivation reached the conclusion that hourly employees working in approximately 20 to 30 percents could have the ability to keep their jobs and do not expelled. This study also showed that if employees have more motivation will be able to work with 80% or 90% of their ability which is the minimum of their work time that employees might do and still keep their jobs and they could do the work they expected in any reasonable motivation, indicating that if staff motivation is low, it will hurt their performance as much as if their ability is low. For this reason, motivation is a very important task for managers and organizations. Various studies also showed that different organizations in order to get their staff effectiveness and efficiency and a strong desire to stay in their jobs and also to have job attachment, should have a high motivation to perform their duties, which in turn leads to a sense of responsibility, a deep understanding of the work and devotion. One of the problems of most organizations is lack of staff s productivity and managers. Reduce of the efficiency of the disruptive factors is in the increased levels of motivation. The question is what is the relationship between the needs of staffs and their productivity? Is there any relationship between staff s productivity levels of the Sports and Youth organizations of Ardabil, Iran? Methodology The statistical population of this study consisted of Sports and Youth organization s staffs in Ardebil, Iran ( individuals) in the period of study (2014) in the list of Sports and Youth organization in Ardabil, Iran. In this study, due to the limited size of the population, all the population was considered as the sampled and was analyzed. Data Collection Tools The questionnaire used in this study were consisted of two parts of the study that has tried to measure a number of personal characteristics such as gender and job, organizational, work experience, level of education, age, employment status, level of staff required and staffs productivity. This questionnaire had 40 questions which were designed positively and negatively and then Likert scale of 5 and 7 were used. The distribution of questions and rates were as follows. Human Productivity Questionnaire: The questionnaire contains 26 questions of Ajey and was rated in human productivity in the whole five-item of Likert rating and makes the validity of the questionnaire desirable. Habibnejad (2009) also reported Cronbach's alpha and alpha coefficient of this questionnaire appropriate 93%. Levels of motivation Questionnaire: This questionnaire is a questionnaire relating to the hierarchy of needs (Johnsophepher, 1973). This questionnaire contains 20 questions, with grades (Strongly Agree 7, strongly Disagree 1). The reliability coefficient of the questionnaire was obtained 66% in a study based on Cronbach's alpha (Arab, 2014). Motivation is considered as the passion to do activities that they know the system are necessary to achieve the objectives of the internal state of a person's motivation and behavior to achieve the appropriate goal (Shirazi, 1994). This study was correlation-descriptive, so, data was analyzed using Kolmogorov-Smirnov test, Pearson's correlation coefficient and SPSS19 software. 38 Results employees of Sports and Youth organization in Ardabil province, Iran were studied consisted of 9.4% of women and 90.6 percent of male employees. As well as the type of job 40.0% (34 individuals) with the most expert and 3.5% (3 individuals) was a senior manager with the lowest frequency. In distribution of employees 47.1% (n = 40) were with a history of 6 to 10 years had the highest prevalence and 4.7% (4 individuals) of 11 to
15 years history had the lowest prevalence and 0.0 percent (0 individuals) of the sample regions were with less education diploma and doctoral education, and without a lot prevalence but 58.8% (n = 50) had higher frequency of their undergraduate education. The greater the numbers of respondents were with a bachelor's degree. In indicator of the age observed that 23.5% (n = 20) of the sample aged 20 to 30 years, whereas 36.5 percent of people 31 to 40 years and 30.6 percent of people 41 to 50 years old, and therefore the maximum number of participants people were between 31-40 years old. The staffs of the employment situation index were 52.9% (45 individuals) and the most frequent were the official employment status as well as 14.1% (12 individuals) and had the lowest frequency of their employment status. Descriptive statistical analysis of each of the factors related to "motivation" was obtained based on an average of the spectrum, the average level for each of the items of the evaluations. Descriptive results with the average were assigned to each factor are shown in Table 1. The greatest average of the following was related to the safety requirements (4.79) with the lowest standard deviation and the lowest on the need to respect (4.10), respectively. The distribution of the distribution of employee productivity was appeared at about 3.12. Table 1. The statistics related to factors of motivation and productivity of employees. Variable Items The number of respondents Average Standard deviation Variance Skewness Biological need 4.64 0.694 0.482 1.19- Safety need 4.79.0493 0.243 0.467 Motivation Social need Respect need 4.53 0.369 0.136 0.234 4.10 0.503 0.254 0.106 Self-actualization needs 4.55 0.714 0.510 0.490 Productivity of employees 0.688 0.474 0.046 To assess the reliability using Cronbach's alpha as a measuring tool in which the main idea was as follows. The main idea in this case was that the amount of which varies are between zero and one, according to this method, however the reliability of the items to a desire or near the meter has high reliability and therefore measuring devices will be suitable for continued research. The reliability of the questionnaire was to be the end of the study showed that motivation questionnaire, reliability and employee productivity by 86 and 87 percent were valid, respectively. Table 2. Shows the results of the reliability of statements related to questionnaires. Questionnaire Number of items Number of questionnaire Reliability (Cronbach's Alpha) Motivation Efficiency 20 0.868 20 0.876 Kolmogorov-Smirnov normality test results are shown in the table. The significant level was 0.05 in the probability statistic represents the variables normality of variables and parametric test for the hypothesis. 39
Table 3. Normality test (Kolmogorov - Smirnov test) evaluated data distribution. Statistic Variable Number Statistic K-S Statistic Probability k-s Biological need 1.03 0.156 Safety need 1.013 0.256 Social need Respect need Self-actualization needs productivity of employees 0.690 0.728 0.937 0.343 1.093 0.183 0.870 0.435 According to the results in Table 4 shows a significant correlation between levels of motivation and productivity of employees (P<0.05) between the variables and the index also shows positive changes in order to increase a variable the increase is variable. Therefore, one unit of the variable motivation needs to increase employee productivity. In other words there was a significant relationship between the motivation needs and productivity of staff in Sports and Youth organization in Ardabil province, Iran. The need for self-actualization and employee productivity associated with the highest correlation between levels of motivation and showed the importance of the need for self-actualization for employees of the Sports and Youth organization in Ardabil province, Iran. Hence, managers of Sports and Youth organization in the administrative process can be considered as serious and needs of employees at different levels and will provide them at different levels and this will help increase staff productivity and make it successful. Table 4. The relationship between levels of motivation and productivity of employees. Variable Biological need Safety need Social need Respect need Self-actualization needs Pearson Correlation coefficient 0.211 0.298 0.345 0.411 0.518 Productivity of employees Significant level 0.02 0.001 0.000 0.000 0.000 Number Discussion and Conclusion According to the results obtained in this study there was a significant and positive relationship between various aspects of motivation and employee productivity. So that, the relationship between environmental requirements with significant staff productivity were positive but were less effective in comparison to other aspects of motivation. But about the need for self-actualization with significant staff productivity was positive in compared with most other aspects of motivation. Frederick Hertzberg believed that humans have needs that must be met in the workplace. He thought that if human needs were meet in the workplace, their productivity would increase. One of the experts considered the efficiency of the product of two factors working group's motivation and competence. Whether for profit or trying to please more efficiency or effectiveness and better staff performance, motivation and competence of individuals and groups must be constantly vigilant work. In a sense, it was half of the task of manager, the constant search for ways to increase the level of staff competence. Reports of Taali s research (1995) have also indicated that there was a significant relationship among quality of working life as a factor in increasing productivity, staff s performance and customer satisfaction. It was the most 40
important factor that can be cited for reluctance on the staff appointment inefficient managers at the helm of an organization, but it was also important to note that if one does not help himself to motivate, no one can make this position. Today, the environment job becomes more mechanized every day, employees need to pay more attention and appreciate their character. Because younger labor force have changed their demands, and unlike the past when people were more concerned about the physical and economic importance, now they are more respect and good labor relations are concerned. In such circumstances, retaining and motivating of staff to increase productivity examined by using different mechanisms, some of which include: cash and non-cash rewards to employees, in-service training courses to promote staff, equitable distribution of amenities, caring for their expertise, efficient management and access to their appointment, selection through interviews and tests, creating a quiet working environment without fear, organizational support from them, creating attractive business promotion employment, lack of assessment unnecessary and time-consuming, forming working groups and mutual support group members and combine different ideas and... are important part in discussing remuneration, fair treatment in the organization. We can conclude that the role of motivation and their needs and attention to individual differences of each employee are the most important factors that can be achieved in labor productivity and one of the key conditions to achieve the goal in whatever stimulate and motivate in people who are doing it. Several factors in motivation are low in organizations and that is why management should be looking for ways and techniques that can increase your employees' motivation. This will encourage recognition of payments made in writing or job rotation. Given that humans do not immune from the effects of stress and debilitating side effects so, for positive productivity and performance of employees in organizations and to reduce risk factors such as stress, need for improvement and the workplace of mental health human resource development as the most important aspects of any action necessary to ensure the work environment is becoming relaxed in atmosphere and acceptable as a basis for the development of staff provide a positive performance prosperity. Conflict of interest The authors declare no conflict of interest References Bordbar Q, 2007. Examining the relationship between organizational culture and labor productivity in the insurance industry, the insurance industry a season. 22 (4): 179-207. Eghbali M, 2001. The Relationship between cooperative systems with increased efficiency. M.Sc thesis. Khaki Q, 1998. Trading, productivity management (analysis of the organization), publisher Cultural Center, silhouette. 2. Mirza-mohammadi MH, Zahedi Z, 2006. Study of Maslow's needs hierarchy relationship of job satisfaction with educational administrators. Journal scholar behavior. Volume 13 Issue 21 of the articles of Education. P.p 25-31. Moshabaki A, 1995. Management and Efficiency: The Elixir of work and production, manufacturing management magazine. 28. Mousavi SA, 1998. Quality circles and increased productivity. Training Center of Public Administration, Public Management Journal. 39. Ostad-zadeh M, 2008., The factors that increase or decrease in labor productivity Samadi A, 2004. The relationship between wages and labor productivity in large industrial workshops. M.Sc thesis. Sharifzadeh F, 1993. Productivity and its role in the assessment of organization practices. Training center for public administration, public management magazine. 23. Shekarlou A, 1998. Reviewing the ways to improve productivity in physical education through the improvement of the status quo with an emphasis on the impact on motivation Maslow. Seventh Congress of Physical Education and Sport. Physical Education Organization of Islamic Republic of Iran. Shiuan C.B, Yu J.D, Relley J.H, 2003. Organizational commitment, supervisory commitment and employee outcomes in the Chinese context proximal phyothesis or global hypothesis. Journal of organizational behavior. 24 (3). Sirota D, Michael irwin Meltzer, 2006.Stop de-motivating your employees. Harvard management update. 41
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