The Effect of Organizational Culture on the Effectiveness of Employees’ Administrative Performance in Iraqi Sports Federations: The Mediating Role of Job Satisfaction

Meysam Rahimizadeh; Suhail  Najm Abdullah; Masoumeh  Shahbazi

Authors

Meysam Rahimizadeh Assistant Professor, Department of Sports Management, Faculty of Physical Education and Sport Sciences, Shahid Rajaee Teacher Training University, Tehran, Iran Corresponding Author https://orcid.org/0000-0001-6882-5592
Suhail Najm Abdullah MA student, Department of Sports Management, Faculty of Physical Education and Sport Sciences, Shahid Rajaee Teacher Training University, Tehran, Iran Author https://orcid.org/0009-0005-2880-4013
Masoumeh Shahbazi Assistant Professor, Department of Sports Management, Faculty of Physical Education and Sport Sciences, Shahid Rajaee Teacher Training University, Tehran, Iran Author https://orcid.org/0000-0002-4384-2801

Keywords:

organizational culture, administrative performance effectiveness, job satisfaction, sports federations

Abstract

Objective: This study aimed to investigate the effect of organizational culture on the effectiveness of employees’ administrative performance in Iraqi sports federations and to determine the mediating role of job satisfaction in this relationship.

Methods and Materials: This applied, quantitative, cross-sectional, descriptive-correlational study was conducted among employees of Iraqi sports federations. A total of 350 valid questionnaires were included in the final analysis. Data were collected using the Denison Organizational Culture Questionnaire, an ACHIEVE-based administrative performance effectiveness questionnaire, and a 25-item Job Descriptive Index-based questionnaire. The instruments were scored on five-point Likert scales. Reliability and construct validity were assessed using Cronbach’s alpha, composite reliability, average variance extracted, and measurement-model evaluation. Data were analyzed using SPSS and SmartPLS. Partial least squares structural equation modeling was employed to examine the measurement and structural models, and bootstrapping was used to test the significance of direct and indirect effects.

Findings: Organizational culture had a positive and statistically significant effect on administrative performance effectiveness (β = 0.658, p < 0.001). In contrast, the effect of organizational culture on job satisfaction was negative but not statistically significant (β = −0.259, p = 0.153), and the effect of job satisfaction on administrative performance effectiveness was also negative and nonsignificant (β = −0.147, p = 0.279). Accordingly, the mediating role of job satisfaction in the relationship between organizational culture and administrative performance effectiveness was not supported. The structural model explained 50.5% of the variance in administrative performance effectiveness (R² = 0.505), whereas organizational culture explained only 6.7% of the variance in job satisfaction (R² = 0.067).

Conclusion: Organizational culture was identified as a strong direct predictor of administrative performance effectiveness among employees of Iraqi sports federations. However, job satisfaction did not significantly explain or mediate this relationship.

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