Social and economic factors affecting the administrative performance of employees in some Iraqi sports clubs

Research conclusions:
The administrator is not keen on subjective and objective evaluation of all the work entrusted to him.
The administrator helps his co-workers if they have a large workload.
The administrator does not respond to all his colleagues.
The administrator sometimes works to facilitate the task of new colleagues, even if he is not asked to do so.
The administrator does not do more than is required of him.
The salary and bonuses of the administrator that he receives are not commensurate with his specialization and capabilities.
There is a clear system of rewards and incentives that I get.
Search recommendations:
Providing a cooperative atmosphere that reflects the availability of the characteristics of an effective work team, and that the practices of sports club officials are fair and objective.
Preparing administrative training programs that work to develop and raise the level of competence for all administrative levels of workers in sports clubs.
Providing a satisfactory level of active participation for sports club employees to ensure the effectiveness of decisions and the achievement of goals.
Establishing objective systems for positive incentives based on accurate criteria to link them to the extent and quality of actual achievements to achieve the quality of administrative performance among workers in sports clubs.
Allocating a sufficient budget to provide the technological equipment and modern technology in the sports clubs and their departments.