Constructing and Standardizing a Scale for Administrative Bureaucracy among Heads of Sports and Scouting Departments from the Perspective of Employees

Abstract

The importance of this research lies in highlighting this phenomenon through the construction and standardization of a scale for administrative bureaucracy, with the aim of diagnosing the administrative reality in sports and scouting departments, and providing an accurate scientific picture that can be used to develop and improve administrative performance. The research problem is summarized in the following question: Is it possible to construct a standardized scientific scale, with acceptable validity and reliability indicators, to measure administrative bureaucracy among heads of sports and scouting departments? The research objectives were to develop and standardize a scale for administrative bureaucracy among heads of sports and scouting departments, and to establish standard scores and levels for this scale. The researcher employed a descriptive survey methodology, deemed most suitable for the research problem. The research population consisted of 170 technical and sports supervisors working in sports and scouting departments in the Central and Southern regions. The study sample comprised 90 supervisors, while the pilot sample consisted of 10, and the standardization sample of 60. Ten supervisors were excluded for various reasons. The statistical package SPSS 26 was used to analyze the results. The researcher concluded that a scale was developed to measure the level of administrative bureaucracy among heads of sports departments from the perspective of their employees. The results showed that the scale, as a whole, is valid for measuring the level of administrative bureaucracy among department heads after verifying its psychometric properties. Recommendations included the necessity of reducing bureaucratic procedures and simplifying administrative transactions within sports departments. And scouting, and promoting the principle of administrative decentralization by delegating authority to employees to achieve faster decision-making.