Quality and Performance Measurement in National Sport-Governing Bodies

Name: Quality and Performance Measurement in National Sport-Governing Bodies
Brand: Sportverlag Strauß
Price: 31.8 EUR
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Frank Daumann Robin Heinze Jeremias Kümpel Michael Barth Sascha-Gregor Diethold(Autor*in)

Bundesinstitut für Sportwissenschaft(Herausgeber*in)

Sportverlag Strauß

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Erschienen am 28. Juli 2021

396 Seiten

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Inhalt

Intro
Table of Contents
List of figures
List of tables
Introduction
1.1 Need for quality and performance management in national sport-governing bodies
1.2 Study purpose
1.3 National sport-governing bodies
1.4 Developing a measurement system
Literature review and identification of measurement dimensions
2.1 Quality management
2.1.1 Organizational perspective-Total Quality Management
2.1.1.1 Deming model of TQM
2.1.1.2 EFQM Excellence Model
2.1.1.3 ISO 9000 series
2.1.1.4 Malcolm Baldrige National Quality Award
2.1.1.5 TQM in sports
2.1.1.6 Dimensions of total quality management
2.1.2 Quality of services
2.1.2.1 Brady's model (SERVPERF)
2.1.2.2 SERVQUAL
2.1.2.3 Archsecret-modell
2.1.2.4 Service quality measurement in sports
2.2 Organizational performance
2.2.1 Goal model
2.2.2 Resource model
2.2.3 Internal process model
2.2.4 Multiple constituencies approach
2.2.5 Competing values approach
2.2.6 (Open) System approach
2.2.7 Organizational performance in sports
2.2.8 Dimensions of organizational performance
2.3 Dimensions of performance and quality management
Indicators and model specifications
3.1 Indicator set
3.1.1 Perception-based measurement system
3.1.2 Objective measures
3.2 Model specifications of the perception-based model
3.3 Questionnaire
Results
4.1 Pre-test
4.1.1 Missing data analysis and pre-test comments
4.1.2 Evaluation of the measurement models
4.1.2.1 Service quality (SQ):
4.1.2.2 Job satisfaction (JS):
4.1.2.3 Quality organizational performance (QOP)
4.2 Final measurement system
4.2.1 Service quality (SQ)
4.2.2 Job satisfaction (JS)
4.2.3 Quality organizational performance (QOP)
Discussion
5.1 Perceived measurement
5.2 Objective and perceived measurement
5.3 Use of the measurement system
5.4 Limitations
Conclusion
Bibliography
Annex
8.1 Missing data analysis-pre-test
8.2 Relevance values-pre-test sports associations
8.3 Missing data analysis-main-test
8.4 German items
Figure 1: Various stakeholders in national sport-governing bodies (based on Papadimitriou, 2007, S. 576)
Table 1: German Olympic Sports Federations (DOSB, 2016, p. 4)
Figure 2: Instrument development process (based on Saraph et al. (1989, p. 819)
Asif et al. (2013, p. 3103)
Giere et al. (2006, p. 684) and MacKenzie et al. (2005, p. 725))
Table 2: Review characteristics
Figure 3: A proposed theory of quality management underlying the Deming (Anderson et al., 1994, p. 481)
Figure 4: Causal relationships for the EFQM Excellence Model (source: Eskidsen et al., 2000, p. 5)
Table 3: Dimensions of total quality management models
Figure 5: Brady's model of service quality (source: Brady & Cronin, 2001, p. 37)
Figure 6: The SERVQUAL model (source: Brady & Cronin, 2001, p. 35)
Table 4: Dimensions of organizational performance models and approaches
Table 5: Dimensions of quality organizational performance
Figure 7: Value-generation process of organizations (modified on the base of Lee and Nowell (2015, p. 304), Chelladurai (1987, p. 40) and Helmig et al. (2014, p. 1528))
Table 6: Multi-Item perceptual measurement system
Table 7: Multi-Item objective measurement system
Figure 8: Theoretical quality organizational performance model with formative and reflective indicators
Figure 9: Theoretical service quality model with formative and reflective indicators
Figure 10: Theoretical job satisfaction model with formative and reflective indicators
Table 8: Descriptive participation statistics of the pre-test
Table 9: Factor loadings, communalities, Eigenvalue, percentages of variance, and Cronbach's alpha for the reflective service quality indicators (Outgroup)
Table 10: Intercorrelations, means, and standard deviations for the reflective service quality indicators (Outgroup)
Table 11: Intercorrelations, means, and standard deviations for the formative service quality indicators (Outgroup)
Table 12: Regression analysis summary for the service quality (Outgroup)
Table 13: Regression analysis summary for the service quality (Outgroup
exclusion of item 5)
Table 14: Correlations, means, and standard deviations for the formative job satisfaction indicators (employees)
Table 15: Regression analysis summary for the job satisfaction (Employees
exclusion of item 3)
Table 16: Regression analysis summary for the job satisfaction (Employees
exclusion of items 2, 3, 4)
Table 17: Factor loadings, communalities, Eigenvalue, percentages of variance, and Cronbach's alpha for the reflective quality organizational performance indicators
Table 18: Factor loadings, communalities, Eigenvalue, percentages of variance, and Cronbach's alpha for the reflective quality organizational performance indicators
Table 19: Intercorrelations, means, and standard deviations for the reflective quality organizational performance indicators
Table 20: Intercorrelations, means, and standard deviations for the formative quality organizational performance indicators
Table 21: Descriptive participation statistics of the main-test
Table 22: Factor loadings, communalities, Eigenvalue, percentages of variance, and Cronbach's alpha for the reflective service quality indicators (Outgroup)
Table 23: Intercorrelations, means, and standard deviations for the reflective service quality indicators (Outgroup)
Table 24: Intercorrelations, means, and standard deviations for the formative service quality indicators (Outgroup)
Table 25: Regression analysis summary for the service quality (Outgroup)
Table 26: Regression analysis summary for the service quality (Outgroup
exclusion of item 2)
Table 27: Intercorrelations, means, and standard deviations for the formative job satisfaction indicators (Employees)
Table 28: Regression analysis summary for the job satisfaction (Employees
exclusion of item 2)
Table 29: Regression analysis summary for the job satisfaction (Employees
exclusion of items 2, 9)
Table 30: Factor loadings, communalities, Eigenvalue, percentages of variance, and Cronbach's alpha for the reflective quality organizational performance indicators
Table 31: Factor loadings, communalities, Eigenvalue, percentages of variance, and Cronbach's alpha for the reduced reflective quality organizational performance indicator set
Table 32: Intercorrelations, means, and standard deviations for the reflective quality organizational performance indicators
Table 33: Intercorrelations, means, and standard deviations for the formative quality organizational performance indicators
Table 34: Regression analysis summary for the quality organizational performance (Ingroup)
Table 35: Regression analysis summary for the quality organizational performance (Outgroup)
Table 36: Final item set
Figure 11: Balanced scorecard (modified on the base of Kaplan & Norton, 1996, p. 9)
Table 37: Balanced scorecard (modified on the base of Lange & Lampe, 2002, pp. 104-107
Galli & Wagner, 2002, p. 278)
Figure 12: Implementation phase (modified on the base of Lange & Lampe, 2002, p. 102)
Table 39: Missing values - evaluation stakeholder (part 1)
Table 40: Missing values - evaluation stakeholder (part 2)
Table 41: Missing values - evaluation stakeholder (part 3)
Table 42: Missing values - stakeholders relevance (part 1)
Table 43: Missing values - stakeholders relevance (part 2)
Table 44: Missing values - stakeholders relevance (part 3)
Table 45: Relevance values pre-test (part 1)
Table 46: Relevance values pre-test (part 2)
Table 47: Missing values - evaluation stakeholder (part 1)
Table 48: Missing values - evaluation stakeholder (part 2)
Table 49: Missing values - evaluation stakeholder (part 3)
Table 50: Deutsche Items

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