Özel ve Kamu Sektöründe Görev Yapan Spor Yöneticilerin İşTatminlerinin Karşılaştırılması

Yıl 2009, Sayı: 21, 179 - 185, 01.02.2009

Bilge Donuk

Öz

İşhayatında başarılıolmak isteyerek çalışmaktan geçmekte ve yöneticiler çalışan tatminini yüksek tutmayıhedeflemektedirler. Çalışanlarının iştatmin düzeylerini artırmaya çalışan yöneticilerin kendi iştatmin düzeylerinin de yüksek seviyede olmasıgörev yaptıklarıkurum açısından oldukça büyük önem taşımaktadır. Bu bağlamda, çalışma kamu ve özel sektörde görev alan spor yöneticilerinin iştatmin düzeylerini belirlenmesi amacınıgütmektedir. Veri toplama yöntemi olarak anket yöntemi uygulanmıştır. Katılımcılara iki bölümden oluşan Genel İşTatmin Ölçeği uygulanmıştır. İlk bölüm kişisel bilgi toplamak amacıile hazırlanmışsorulardan oluşmaktadır. İkinci bölüm ise iştatminini değerlendiren 18 ifadeden oluşmaktadır. Kişisel verilerin analizinde frekans dağılımıve çalışanların is tatmin düzeylerinde farklılık oluşturup oluşturmadığınıtespit etmek için Varyans analizi yapılmıştır. Yaşile iştatmin seviyesi arasındaki ilişki, gelir ile iştatmin seviyesi arasındaki ilişki ve cinsiyet ile iştatmini arasındaki ilişki düzeyini tespit etmek için Pearson korelasyon testi uygulanmıştır. Sonuç olarak özel sektörde çalışan spor yöneticilerinin iştatmini iyiye yakın bir seviyedir. Kamu kurumlarında çalışan spor yöneticilerine bakıldığında orta seviyede bir iştatmini göze çarpmaktadır. Yaş, gelir ve cinsiyet ile iştatmini arasında anlamlıbir ilişki bulunamamıştır.

Anahtar Kelimeler

Spor Yöneticisi, İşTatmini, Spor Yönetimi

The Comparison Of The Job Satisfactions Of The Sport Managers Who Work Private And Public Sectors

Öz

The concept of job satisfaction and the assessment of job satisfaction began first in 1911 with the research of Frank Taylor. Taylor stated that rewards like the earnings of the practiced job, promotion, incentive payments, appreciation, and opportunities for progress could achieve job satisfaction Aslan, 2001: 63 . One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies , primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions most notably illumination on workers’ productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity called the Hawthorne Effect . It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction Kyle, 2006: 177 . In 1935, Hoppock found that job satisfaction forms part of general satisfaction Hoppock R, 1935:47 . Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job Locke ve Weiss, 2001: 282 . The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and benefits Spector, 1997:2 . There are three main theories of job satisfaction. Frederick Herzberg Theory: Herzberg an American Behavioral scientist suggest that people show their dissatisfaction with salary, job security or organization policy. However, improvement regarding these dissatisfying factors do not necessary mean to have satisfying employees. He identifies hygiene factors like recognition, achievement and growth. According to him these might be helpful to raise job satisfaction level .The independent effect of hygiene factor is inconclusive and have been revisited time and again. Hackman and Oldham theory of job characteristics: This theory first introduced in 1975. The concept of this theory revolves around five core work and three psychological dimensions. Skill variety, task identity, task significance, autonomy, and task feedback are the work attributes that result in three psychological states namely meaningfulness of work, responsibility for work outcome, and knowledge of work activities. Adam’s Equity Theory of Job Satisfaction: Adam theory of equity describe that we often equate our condition at work place with other contemporaries. When one as an individual develops feeling that he has not been fairly treated in terms input he puts in his work and what he gets output. This state might leads to diminishing job satisfaction level. When people observe a ratio of inputs to outcomes that either favors other people or themselves they experience inequity, which is assumed to be enough unpleasant experience to motivate changes in either behavior or perception or both. Adam’s theory suggest balance between outputs like salary, benefits, responsibility, reputation, praise, and sense of achievement and inputs like hard work, skill, effort, flexibility, and adaptability. According the theory of equity balance between Inputs and Outputs might enhance employees’ level of pleasure which they derive from their work. This will lead to probably less

Anahtar Kelimeler

Sport Managers, Job Satisfaction, Sport Management The type of research: Research

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