نوع مقاله : مقاله پژوهشی
1 دانشجوی دکتری مدیریت ورزشی، گروه مدیریت ورزشی، واحد آیت اله آملی، دانشگاه آزاد اسلامی، آمل، ایران
2 گروه تربیت بدنی و علوم ورزشی، واحد قائم شهر، دانشگاه آزاد اسلامی، قائم شهر، ایران (نویسنده مسئول)
3 گروه روانشناسی ورزش، واحد تربت حیدریه، دانشگاه آزاد اسلامی، تربت حیدریه، ایران
4 گروه مدیریت ورزشی، واحد جامع چالوس، دانشگاه آزاد اسلامی، چالوس، ایران
عنوان مقاله [English]
Introduction: Research has shown that positivism affects many variables, including behavior; Therefore, the aim of this study was to identify the components and factors affecting positivity in the organizational behavior of employees of sports organizations during the outbreak of Covid-19.
Methods: The present study is applied in terms of purpose and in terms of qualitative method. The data theory method of Strauss and Corbin's systematic approach was used. The statistical population included experts and informants of sports organizations. In this section, sampling was performed by the method of maximum diversity and the total number of participants was 15. In this section, after each interview, the collected data was reviewed and according to the surveys conducted, the next interview was conducted; This process continued until theoretical saturation was reached. Semi-structured interviews were used to collect data. In order to evaluate the quality and validation of qualitative results in the present study, Lincoln and GABA (1985) evaluation criteria including validity, transferability, reliability and verification criteria were used.
Results: The findings showed that the central phenomenon in this study is a combination of sub-categories of self-efficacy, resilience, realistic optimism and hope. Causal factors affecting positivism also included organizational support, organizational justice, transformational leadership, and genuine leadership. Underlying factors influencing positivism strategies included organizational culture, organizational self-esteem, and psychological ownership. Interfering factors influencing positivism strategies included role ambiguity, job characteristics, and individual differences. Strategies affecting positivity included positivity training, career adaptability, and personality competencies.
Conclusion: Finally, the consequences of applying positivist strategies included increasing employees' job motivation, strengthening attitudes, strengthening organizational citizenship behavior, improving and developing individual development, improving organizational performance, creating social capital and organizational virtue.