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Advances in Social Sciences Research Journal – Vol. 10, No. 7
Publication Date: July 25, 2023
DOI:10.14738/assrj.107.15087
Al-Nafiru, H. M. M., Chortane, S. G., Amar, I. B., Amara, S., & Khalifa, R. (2023). Evaluating the Administrative Performance of Sports
Clubs from the Viewpoint of the General Authority for Youth and Sports, Libya. Advances in Social Sciences Research Journal, 10(7).
206-216.
Services for Science and Education – United Kingdom
Evaluating the Administrative Performance of Sports Clubs from
the Viewpoint of the General Authority for Youth and Sports,
Libya
Hassan Muhammad Muhammad Al-Nafiru
Higher Institute of Sport and Physical Education of Ksar Saïd
Sabri Gaied Chortane
Higher Institute of Sport and Physical Education of Ksar Saïd
Imen Ben Amar
Higher Institute of Sport and Physical Education of Ksar Saïd
Sofiene Amara
Higher Institute of Sport and Physical Education of Ksar Saïd
Riadh Khalifa
Higher Institute of Sport and Physical Education of Ksar Saïd
ABSTRACT
The study aimed to identify the evaluation of the administrative performance of
sports clubs from the point of view of the General Authority for Youth and Sports
Libya, and to identify the level of knowledge of the study sample evaluation criteria
in the areas of administrative performance of sports clubs in Libya, and the study
population included two functional categories, namely senior management, middle
management and sports offices in the regions of the employees of the General
Authority for Youth and Sports previously Ministry of Sports currently, the study
sample consisted of (79 ) people. The studied sample of the role of evaluating the
administrative performance of sports clubs from the point of view of the General
Authority for Youth and Sports came with a moderate degree with an arithmetic
average of (3.28). The study recommended the work of time programs to monitor
the performance of work within the corridors of the club in all financial,
administrative and technical fields, lectures and workshops in all parts of Libya in
order to introduce the evaluation and its importance.
Keywords: Performance Evaluation, Ministry of Sports, Sports Clubs, Regions, Standards
INTRODUCTION
Modern management is an integral part of contemporary organizations and societies, as it must
interact with the problems and needs of those organizations and societies. commensurate with
the nature of operations and roles they perform. The importance of planning is evident because
it is an administrative system that achieves cooperation between all departments and provides
a unified database available to all its employees, in addition to relying on it to increase
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Al-Nafiru, H. M. M., Chortane, S. G., Amar, I. B., Amara, S., & Khalifa, R. (2023). Evaluating the Administrative Performance of Sports Clubs from the
Viewpoint of the General Authority for Youth and Sports, Libya. Advances in Social Sciences Research Journal, 10(7). 206-216.
URL: http://dx.doi.org/10.14738/assrj.107.15087
production capacity, improve management of various jobs, and develop creative solutions to
achieve control over production processes. (07:26)
In recent years, the evaluation process has become a special concern, because the evaluation
results are among the important tools that the administration relies on to know the success of
the set administrative policy and the validity of those in charge of implementing this
administrative policy. (02:04)
It is the process that refers to the interpretation of the results of the measurements. And that
the results of the test and qualitative measurements are evaluated by making a comparison with
the standards that were developed in advance in order to issue judgments that relate to people.
(04:05)
Evaluation can be defined as the process through which useful information can be well planned
and collected with the aim of improving decision-making or with the aim of making alternative
decisions to decisions that prove to be wrong or useless. (06: 989)
And the application of planning will ensure the reduction of production losses, saving time,
managing the production process automatically, improving the level of performance, and
raising the efficiency and effectiveness of the supply chain through inventory management,
work arrangement, completion of pre-planned operations, transportation and logistics
management, and warehouse management. (03:351)
Oversight is the process that aims to measure the extent of success in achieving goals, and to
ensure that all activities are proceeding in the way and in the planned manner. Monitoring,
measuring performance, identifying problems, and resolving them. (01:09)
Control is a continuous and continuous process throughout the work, whereby the leader of the
institution is constantly informed of the extent of progress in the workflow, and the obstacles
that arise and taking the appropriate procedures and adjustments to overcome these obstacles,
and the performance of the workers is known at periodic intervals at the end of each stage of
the work entrusted. To them, by discussing the employees about their performance in a manner
that develops in them a spirit of responsibility and cooperation. (05:05)
Research Importance
The importance of the research is evident in the fact that the administrative and technical
performance of sports club administrators must be built scientifically and culturally through
foundations subject to an effective evaluation process to develop the vital and important
aspects and raise their expertise to the levels required in sports management.
Search Goal
The research aims to evaluate the administrative performance of sports clubs from the point of
view of the General Authority for Youth and Sports, Libya, through:
1- Evaluation of the administrative performance of sports clubs from the point of view of
the General Authority for Youth and Sports and in accordance with the related fields.
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Research Hypotheses
1- There are statistically significant differences between the Ministry of Sports and sports
offices in the regions in evaluating the administrative performance of sports clubs.
Data Collection Tools
1- The questionnaire forms.
2- Document analysis.
RESEARCH METHODOLOGY
The analytical descriptive approach was followed due to the nature of the research.
Time Domain
The research was conducted from 01/12/2021 to 05/31/2022
Research Community and Sample
1- The original community is represented by the former General Authority for Youth and
Sports (currently the Ministry of Sports), where the research community consists of two
functional categories, which are senior management and middle management, and their
number is (54) respondents.
2- Sports offices in the regions, numbering (25) offices
3- Where the research community consists of (210) respondents.
The Study Tool and Its Validity
The questionnaire was prepared and presented in parts through the axes and phrases, and the
number of axes was one axis and the phrases (102) phrases, and through that, the validity of
the axes, dimensions, and phrases was conducted, and I concluded to its final form contained in
the research.
Questionnaire Stability
Through statistical processes, the stability of the questionnaire was investigated according to
the scientific procedures followed.
Table (1) Cronbach's alpha test to measure the reliability of evaluating the
administrative performance of sports clubs from the point of view of the Ministry of
Sports Libya
Field Average scores of
the scale
Scale
contrast
Stability
index
Alpha
Factors
1 Principles of governance in performance
development
37.408 52.177 0.935 0.942
2 Governance principles 37.536 48.919 0.923 0.940
3 Responsibilities and duties of the Board of
Directors
37.381 48.928 0.821 0.944
Total marks 0.950
From Table No. (1) it is clear that the stability of the questionnaire was calculated through the
use of the alpha method, we find that the value of alpha was (0.950), and this indicates that the
correlation between the answers is very strong and statistically acceptable. With regard to the
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Al-Nafiru, H. M. M., Chortane, S. G., Amar, I. B., Amara, S., & Khalifa, R. (2023). Evaluating the Administrative Performance of Sports Clubs from the
Viewpoint of the General Authority for Youth and Sports, Libya. Advances in Social Sciences Research Journal, 10(7). 206-216.
URL: http://dx.doi.org/10.14738/assrj.107.15087
stability of the questionnaire, it is noted from the table that most of the alpha coefficients are
individual and related to vocabulary Each unit was less than the value of the general alpha test,
and this indicates that all the items in this group are important and that any deletion or deletion
of an item from it will negatively affect the stability and credibility of the questionnaire, as for
what is related to the validity scale, which relates to measuring the degree of the item's
correlation with the scale In general, its results are considered statistically acceptable, and the
variance of the scale for the items is not large, and the mean scores of the scale are close
(37.155-37.408), and thus it is possible to rely on the entire group without deleting any of the
items to reach meaningful results.
Statistical Processors
The respondents' answers to the questionnaire were encoded and entered the computer
through the worksheets attached to the statistical program SPSS (the statistical software
package for the social sciences), as well as the EXEL statistical program specially prepared for
this purpose. Then, appropriate statistical methods were used for the nature of the data and to
achieve the objectives of the study.
Table (2) shows the distribution of the sample in terms of the scientific level
Academic Qualification Frequency Percentage % Cumulative Percentage
Secondary 2 0.95 0.95
Middle 21 10.00 10.95
Diploma 58 27.62 38.57
Bachelor's 84 40.00 78.57
Master's 27 12.86 91.43
Ph.D. 18 8.57 100
Total 258 100
Table (2) shows the results related to the academic qualification in question, and it is noted that
the highest percentage of the research sample individuals are holders of a bachelor’s degree,
reaching 40%, and the percentage of respondents who hold a diploma comes in second place
with a rate of 27.62%, while those who hold a master’s degree Their percentage reached
12.86%, the intermediate certificate percentage reached 10%, and the PhD percentage reached
8.57%.
Table (3) It shows the distribution of the sample in terms of job position
Job Position Frequency Percentage % Cumulative Percentage
Office Manager 25 11.90 11.90
Director of the Department 16 7.62 19.52
Head of the Department 53 25.24 44.76
Head unit 66 31.43 76.19
Head of Branch 25 11.90 88.10
Branch Head Assistant 25 11.90 100
Total 210 100
Table (3) shows the results of the distribution of the sample in terms of position, where we find
that 31.43% of the total sample are heads of units, it is noted that 25.24% of the respondents
are heads of departments, the percentage of branch heads, their deputies and office managers
reached 11.90%, and directors of departments amounted to 7.62%.
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Table (4) It shows the distribution of the sample in terms of categories of experience
categories of experience Frequency Percentage % Cumulative Percentage
10 - 05 29 13.81 13.81
20 - 11 103 49.05 62.86
30 - 21 51 24.29 87.14
Mor than 30 27 12.86 100.00
Total 210 100
Table (4) shows the results of the distribution of the sample in terms of age groups, where we
find that 49.05% of the total sample had experience from 11-20 years, and it is noted that
24.29% of the respondents had experience from 21-30 years. The percentage of respondents
with experience from 05-10 years amounted to 13.81%, the lowest percentage was for those
with experience of more than 30 years at 12.86%.
Table (5) It shows the distribution of the sample in terms of specialization
Specialization Frequency Percentage % Cumulative Percentage
Business Administration 24 11.43 11.43
Press and Media 11 5.24 16.67
physical education 54 25.71 42.38
computer 29 13.81 56.19
civil Aviation 2 0.95 57.14
applied Sciences 1 0.48 57.62
Administrative Sciences 35 16.67 74.29
Human sciences 1 0.48 74.76
Life sciences 2 0.95 75.71
Financial sciences 1 0.48 76.19
Law 12 5.71 81.90
Accounting 35 16.67 98.57
Engineer 2 0.95 99.52
Civil Engineering 1 0.48 100
total 210 100
Table No. (5) shows the results of the distribution of the sample in terms of specialization, as
we find that the sample included many specializations that are related to the nature of the work
of the General Authority for Youth and Sports, formerly the Ministry of Sports, and sports offices
in the regions that help in the development of Libyan sports, as it amounted to 25.71% of The
total sample studied were those whose specialization was physical education, followed by the
specialization of administrative sciences and accounting with a percentage of 16.67%, followed
by information technology in the third place with a percentage of 13.81%. And social on the
remaining proportions.
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employee incentives, which positively
affected performance improvement.
13 I believe that applying the principles of
governance achieves positive results in
improving performance.
3.27 1.06 32.47% 65.33%
14 Governance principles move away from
authoritarian methods in pursuing
performance improvement.
3.25 1.15 35.44% 65.05%
15 The application of governance principles
contributes to facilitating procedures and
work methods.
3.25 1.22 37.45% 64.95%
16 Governance works on the independence of
employees when making their decisions.
3.20 1.01 31.59% 63.90%
17 The application of the principles of
governance contributes to increasing the
degree of confidence of the public towards
the leaders.
3.20 1.13 35.24% 63.90%
18 Governance principles are characterized by
discipline in work procedures.
3.18 1.05 33.21% 63.52%
19 Administrative leaders seek to spread
awareness of the importance of governance
and its principles
3.16 1.25 39.41% 63.24%
20 The application of governance principles
contributes to fair accountability.
3.15 0.96 30.34% 63.05%
21 Governance principles are adopted as one of
the elements of management decisions.
3.10 1.27 41.06% 62.10%
22 The application of governance principles
spreads justice among employees.
3.08 1.15 37.41% 61.62%
23 The application of governance principles
achieves tangible positive results in job
improvement
3.07 1.12 36.59% 61.43%
24 The application of governance seeks to
improve the service provided by employees.
3.04 1.11 36.41% 60.76%
25 Governance principles contribute to positive
changes in current work methods and
systems.
2.99 1.18 39.39% 59.81%
26 The application of corporate governance
principles demonstrates transparency in work
results
2.95 1.15 38.87% 58.95%
27 Facilitate the application of corporate
governance principles to work procedures
2.91 1.19 40.99% 58.19%
Governance principles 3.32 0.89 26.96% 66.32%
Table (7) shows the arithmetic mean, standard deviation, and percentage of the research
sample’s answers around the axis arranged in descending order. The first is a percentage of
(78.38%), while the standard deviation of this paragraph appears (1.18) with a relative
coefficient of difference (30.04%), as the sample’s interest, agreement, and homogeneity of
their opinions about this paragraph appear more than the rest of the paragraphs.
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Al-Nafiru, H. M. M., Chortane, S. G., Amar, I. B., Amara, S., & Khalifa, R. (2023). Evaluating the Administrative Performance of Sports Clubs from the
Viewpoint of the General Authority for Youth and Sports, Libya. Advances in Social Sciences Research Journal, 10(7). 206-216.
URL: http://dx.doi.org/10.14738/assrj.107.15087
The prevailing opinion of the overall degree of the dimension of the principles of governance
was referring to (contributing to a limited degree) in its impact on the principles of governance
in developing the administrative performance of sports clubs from the point of view of the
Ministry of Sports Libya.
Table (8) Analysis of the opinions of the sample according to the dimension of the
responsibilities and duties of the Board of Directors
Ferries Arithmetic mean Standard
deviation
Coefficient of
difference
Relative
importance
1 Members of the Board of Directors have
free access to information in a timely
manner to carry out their duties
3.63 1.22 33.67% 72.67%
2 The superior urges the subordinates to
have a full sense of the importance of
the task entrusted to them.
3.61 0.97 26.83% 72.19%
3 The superior talks to the subordinates
from time to time about the importance
of achieving the goals of the
organization
3.53 1.19 33.58% 70.67%
4 The Board of Directors involves
employees in the organization's
decision-making process
3.53 1.04 29.36% 70.57%
5 The leadership takes into account the
opinions and suggestions of the workers
in developing their performance within
the organization
3.52 1.18 33.45% 70.48%
6 The Board gives me the authority and
responsibility to do your job well
3.50 1.21 34.49% 70.00%
7 The Board of Directors provides me with
the necessary support to help me
improve my work performance
3.48 1.21 34.78% 69.62%
8 The Board of Directors involves
representatives from the managers and
lower management levels in drawing up
its development plans
3.41 1.18 34.60% 68.19%
9 The Board of Directors grants authority
and responsibility to all employees of
the organization to perform their work
in an integrated manner
3.37 1.39 41.09% 67.43%
10 The Board of Directors follows up the
performance reports of the
organization's employees
3.36 1.15 34.21% 67.24%
11 The participation of workers from
different administrative levels in the
meetings enables realizing the principle
of participation
3.35 1.20 35.85% 67.05%
12 When I face a problem, I find the board
of directors next to me until we find a
solution to it
3.34 1.39 41.56% 66.86%
Responsibilities and duties of the Board
of Directors
3.47 0.99 28.47% 69.41%
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Table (8) shows the arithmetic mean, standard deviation, and percentage of the research
sample’s answers around the axis arranged in descending order. The first is a ratio of (72.67%),
while the standard deviation of this paragraph appears (1.18), with a relative coefficient of
difference (30.04%), as the sample’s interest, agreement, and homogeneity of their opinions
about this paragraph appear more than the rest of the paragraphs.
The prevailing opinion of the total degree of the dimension of the responsibilities and duties of
the board of directors was referring to (contributing significantly) to its impact on the
principles of governance in developing the performance of the administrative performance of
sports clubs from the point of view of the Ministry of Sports Libya
Hypothesis Testing and Analysis:
• First Hypothesis: There are statistically significant differences between the Ministry of
Sports and sports offices in the regions in evaluating the administrative performance of
sports clubs.
• The null hypothesis: There are no statistically significant differences between the
Ministry of Sports and sports offices in the regions in evaluating the administrative
performance of sports clubs.
• Against the alternative hypothesis: There are statistically significant differences
between the Ministry of Sports and sports offices in the regions in evaluating the
administrative performance of sports clubs.
•
Table (9) shows the arithmetic means and the "T" value of the respondents' answers in
evaluating the administrative performance of sports clubs between the Ministry of
Sports and sports offices in the regions.
DIMENSIONS The General Authority
for Youth
Sports offices in the
regions
Difference T
value
Significance
level
Arithmeti
c mean
Standard
deviation
Arithmetic
mean
Standard
deviation
1 Planning 3.330 0.739 3.413 0.834 -0.083 -0.647 0.518
2 Organization 3.246 0.793 3.362 0.932 -0.116 -0.818 0.414
3 Guidance 3.292 0.733 3.393 0.882 -0.101 -0.759 0.449
4 Censorship 3.254 0.736 3.324 0.827 -0.070 -0.550 0.583
Evaluation of the
administrative
status of the
General Authority
for Youth and Sports
3.280 0.672 3.373 0.807 -0.093 -0.756 0.450
**Correlation is significant at the level 0.01 (2tailed) N=285
*Correlation is significant at the level 0.05 (2tailed) N=285
Through table No. (9) the independent variable evaluating the current administrative situation
for the development of Libyan sports showed that there were no statistically significant
differences between the Ministry of Sports and sports offices in the regions, it is noted that the
value of the test statistic amounted to (-0.756) with a calculated significance of (0.450), which
is less From the level of significance (0.05), as this result provides sufficient support to accept
the first zero sub-hypothesis of the second main hypothesis, which states that there are no
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Al-Nafiru, H. M. M., Chortane, S. G., Amar, I. B., Amara, S., & Khalifa, R. (2023). Evaluating the Administrative Performance of Sports Clubs from the
Viewpoint of the General Authority for Youth and Sports, Libya. Advances in Social Sciences Research Journal, 10(7). 206-216.
URL: http://dx.doi.org/10.14738/assrj.107.15087
statistically significant differences between the Ministry of Sports and sports offices in the
regions in evaluating the administrative performance of sports clubs.
Table (10) shows the arithmetic means and the "t" value of the respondents' answers in
the principles of governance in developing the performance of sports clubs between the
Ministry of Sports and sports offices in the regions.
DIMENSIONS The General
Authority for Youth
Sports offices in the
regions
Difference T value Significance
level
Arithme
tic mean
Standard
deviation
Arithmetic
mean
Standard
deviation
1 Governance principles 3.217 0.836 3.350 0.913 -0.134 -0.947 0.345
2 Responsibilities and
duties of the Board of
Directors
3.344 0.912 3.514 1.012 -0.170 -1.092 0.276
3 Disclosure,
transparency, and equal
treatment
3.150 0.974 3.329 1.011 -0.179 -1.131 0.260
4 Law and equality 3.217 0.806 3.370 0.932 -0.153 -1.074 0.284
5 evaluation system 3.672 0.654 3.705 0.686 -0.033 -0.307 0.759
6 achieve effectiveness 3.566 0.173 3.565 0.171 0.000 0.014 0.989
Principles of governance in
developing performance
3.361 0.597 3.472 0.656 -0.111 -1.099 0.273
**Correlation is significant at the level 0.01 (2tailed) N=285
*Correlation is significant at the level 0.05 (2tailed) N=285
Through Table (24), the adopted variable, principles of governance in performance
development, showed that there were no statistically significant differences between the
Ministry of Sports and sports offices in the regions. It is noted that the value of the test statistic
amounted to (-1.099), with a calculated significance of (0.273), which is less than the standard
Significance (0.05), as this result provides sufficient support to accept the second zero sub- hypothesis of the second main hypothesis, which states that there are no statistically significant
differences in the principles of governance in developing the performance of sports clubs
between the Ministry of Sports and sports offices in the regions.
CONCLUSIONS
1- There are no statistically significant differences between the Ministry of Sports and sports
offices in the regions in evaluating the administrative performance of sports clubs.
2- There are no statistically significant differences in the principles of governance in
developing the performance of sports clubs between the Ministry of Sports and sports
offices in the regions.
RECOMMENDATIONS
1- The presence of human cadres with scientific qualifications, experience and the ability to
implement initiatives and operational plans, as well as identifying the needs for developing
and raising the efficiency of workers in the club is very necessary.
2- Work must be done to involve all the club's employees in the decision-making process
regarding the club's fate in all fields.
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3- Carrying out time programs to monitor work performance within the club's corridors in all
financial, administrative, and technical fields.
4- Lectures and workshops should be held in all parts of Libya in order to introduce the
government and its importance.
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