RJSS. Evaluation of Volleyball Boards Performance among Provinces of Iran Based on CCR, BCC and SE

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1 Evaluation of Volleyball Boards Performance among Provinces of Iran Based on CCR, BCC and SE Bahare Soleymani, Faride Ashraf Ganjouei *, Mohammad Reza Esmaeili Department of Sport Management, Tehran Central Branch, Islamic Azad University, Tehran, Iran RJSS RESEARCH JOURNAL OF Vol 3 (7): ISSN: Copyright 2015 Received: 30 April 2015 Accepted: 13 June 2015 Published: 19 June 2015 SPORT SCIENCES * Corresponding Author: Faride Ashraf Ganjouei ABSTRACT The aim of present study was to evaluate board's performance of volleyball among provinces of Iran in 2009 to For this purpose, the data envelopment analysis (DEA) was used. Using panelist, inputs and outputs to determine the effectiveness of the boards was selected based on the range of fuzzy five-scale. Inputs were including staff, budget and per capita of volleyball in each province. Board activities were identified as outputs in relation to sport and athletic training and sports research, sports and active bodies. Then, checklist of inputs and outputs of the research was prepared and was sent to the boards. 28 provinces sent their data. Due to incomplete data of the years 2009 and 2010 of some boards, only data during 2011 to 2013 years were analyzed. Data analysis was performed using both CCR and BCC output model based on data envelopment. The results showed that the overall performance was equal to , operational efficiency mean was equal to and scale efficiency mean was equal to According to findings of this study, it is necessary to be appropriate the resources of volleyball boards. Also, volleyball boards of provinces should pay more attention to budget and organize sports events and activation city boards in the province because they are the most important arms of Volleyball Federation in cities of country. KEYWORDS Efficiency Appraisal, Volleyball Board, DEA, BCC, CCR, SE. INTRODUCTION Performance organization is the amount of resources spent for producing a unit product and can be calculated in terms of utilized ratio to the product. It can be said an organization is more efficient compared to other organizations once it spend less amount of resources to reach the target. In other words, Performance means lowest time and energy spending for the maximum work or the ratio of the work done to the work needed to done. The concept of performance is the ratio of output to the input, or in other words it was shown with this concept that the ratio of the staff production or final service to the used resources. Performance is a quantitative concept and it is principally depended to the satisfaction of clients or objectives achieving (Khajavi et al., 2014). In a general sense the performance is the achieving degree and quality to desired goals. The concept of efficiency is generally divided into two parts: technical performance and another is allocative performance. The technical performance means the ability of firm to achieve maximum output compared to the certain amount input. Allocative performance also means the ability of firms in applying the optimum combination of resources due to the price factor. To obtain the total performance, the allocative performance should be multiplied to the technical performance (Barnett et al., 2003). To estimate the performance, methods have been used: parametric and nonparametric. In the public service, the performance evaluation is not convenience as well as the commercial production because the nature of service is different from the goods. In addition, the services are not able to storage. The important point in the measuring performance of the public services is that the output from service activities cannot be easily converted into numbers. In addition, since this section of finance is obtained from general budget, their outputs and outcomes must be accountable to the community and the audience (Fath-abadi, 1999). 173

2 Data envelopment analysis is a new method to evaluate the performance of institutions and organizations that it is multi-criteria approach to decision making. In this method, you can use several input and output access variables, to calculate and rank the performance of any organization. Also, the factors which are caused non-performance of firms can be obtained with sensitivity analysis and the obtained information and it can be used to optimal performance organizations. Data envelopment analysis is a non-parametric approach which is based on mathematical programming that the performance evaluation will be possible for the decision units with the same output and data. This is a theoretical framework for the performance analyzing and measuring the efficiency provided and a set of linear programming methods that determine the efficient frontier using observed data, and then it is made decision on the efficiency measuring. Data envelopment analysis model-unlike of many traditional patterns of microeconomic theories- in the measurement of performance can be contained as multiple inputs and multiple outputs. Moreover, it does not need to prices information of goods and services (Rafi-zadeh, 2010). Volleyball Federation of the Islamic Republic of Iran - As one of the nearly successful federations is as a trustee of this field from different levels of public to professional level and all of their activities was guided and supervised by institutions such as the Ministry of Youth and Sports and National Olympic Committee. Therefore, it is necessary in order to achieve maximum efficiency the managers of this Federation in their activities take advantage of all the available resources and the possibility of resources were evaluated, because the allocation organization is involved with the performance measuring of resources (Soltani, 2006). Board of volleyball in the provinces was done the main role in the development of this sport to continuous facilities and resources access for managers of these institutions as a lever of implementation of this federation in the country. It was expected from them to investment and optimal allocation of human resources, financial, material, information, etc. and adapts their activities to the objectives of the Volleyball Federation. Thus, the scrutiny is necessary to the performance of the board; the point that is completely traditional and is not in compliance rests on an institutionalized system. With respect to the objectives and tasks of the Board of volleyball provinces, the proper and efficient using of resources allocated is great importance. Due to the growth of Volleyball Federation in recent years, the main issue is that each faculty, how much was shared in this success. In other words, how is the provincial board statute to continue this success? The provinces volleyball Boards are used several inputs and sports activities were developed as farming elite forces, income and even entertainment and recreational activities to provide health community. Using data envelopment analysis to evaluate the performance of the Boards is an appropriate method. The purpose of this study was that, according to the input and output index the performance of the province Volleyball Boards is measured based on the model of the CCR and BCC, SE. MATERIALS AND METHODS The research was descriptive. The population was all the volleyball sport Board (31 Board) that all of them were selected as sample. To evaluate the performance of provinces volleyball boards, data envelopment analysis method was used. In this analysis, the first step was to determine inputs and outputs. The nature of input costs and output data have in the nature of production. Since, it was not done research on determining the efficiency of the Board of volleyball provinces using data envelopment analysis, first, in order to determine the best indicators of input and output board with reference to the duties of the Board of Volleyball Federation and the provinces, board inputs and outputs, and a questionnaire was designed with a range of five-phase scale and of 30 experts that had the necessary experience in this field were asked their views about the importance of each input and output indices and their components express. 174

3 The experts included 8 experts and academics in the field of Sport Management, two members of the board of Volleyball Federation, 10 provincial boards, five members of the international volleyball coaches in the country and five members of the country volleyball champions (who were all educated and experienced in the field of sports management). In the questionnaire, the experts were asked to measure that they consider important and not mentioned index in the questionnaire. After the selection of indices, checklist related to data collection from Boards of provinces Volleyball was prepared and after necessary coordination and permission from the Volleyball Federation was sent to the Board of volleyball provinces. Then, completed checklist was used by the Board of provinces Volleyball for use in envelopment analysis model to measure performance. The results of the questionnaire were analyzed using 5-scale range between (1-0) and by means of fuzzy Bojadzif (Bojadzif, 2002). Input variables (inputs) as Board of provinces volleyball was included in the analysis comprising staff, budget and per capita sports and the output variables were included the activities and services that Board of provinces volleyball offer based on the objectives set and assigned duties which were active including all activities of volleyball, athletics, athletic training, sports research, sports event and staff volleyball. The validity of the questionnaire was confirmed by professors and experts. Cronbach's alpha was used to determine the reliability of the questionnaire. The results showed that the Cronbach's alpha (0.85) showed good reliability of measurement tools. After analyzing the questionnaires using fuzzy method, appropriate inputs and outputs (the amount of more than 0.7) to determine the effectiveness of the Board were appointed by the provincial volleyball. Since, the number of inputs (3 inputs) and outputs (6 outputs) used for data envelopment analysis with regard to the number of units under study is limited and must abide by the following rules, so, 0.7 was selected as the most appropriate indicators to be used in the model: {Inputs + outputs} * 3> Number of DMU (studied unit) {3 + 6} * 3> Number of DMU (31 provinces) 31> 27 The output of the CCR model, BCC output model was used in data envelopment analysis (DEA) to calculate the efficiency of the Board of volleyball. In order to analyze the data, and to solve DEA problems fuzzy, analysis and DEA Solver software were used, respectively. RESULTS The data in Table 1 present the mean of valued data by each Board during years 2011 to According to the table, it can be said that the following results were obtained: staffs (mean 41.7, standard deviation 21.50); budget (mean and standard deviation15.50); sports capital (mean 0.50 and standard deviation 0.11); public sport (mean 1564 and standard deviation 1332); championship (mean and standard deviation 173.2); Educational sport (mean and standard deviation 254.6); sport research (mean 81 and standard deviation 62.2); sport event (mean 1482 and Standard deviation 1234); active boards of volleyball (mean 56.7 and standard deviation 13.5), respectively. 175

4 Table 1. Descriptive statistics of mean of valued data by the volleyball Boards of Iran during the years 2011 to 2013 No. Province Staff Budget Sports capital Public sport Championship Educati onal sport Exercise research Sport event Active boards of volleyball 1 East Azarbaijan Western Azarbaijan Ardebil Esfahan Ilam Bushehr Tehran Chaharmahal and Bakhtiari South Khorasan Khorasan Razavi Northern Khorasan Khuzestan Zanjan Semnan Fars Qazvin Qom Kurdistan Kermanshah Kohgiloyeh and Boyer-Ahmad Golestan Gilan Lorestan Mazandaran Markazi Hormozgan Hamedan Yazd Mean SD To measure the effectiveness of the boards, the BCC and CCR output oriented was used in DEA model. The results of the efficiency of the Board were presented in tables 2 in 2011 to Performance (1) in each column for each model (100%) means that the board presented desirable outputs according to the sources of their inputs, and, hence known as the reference system and the rest of the Boards should be compared with them to achieve the full performance. CCR column represents total technical efficiency (overall). BCC column reflect the level of operational efficiency (performance management). 176

5 SE column in this table indicates the scale efficiency that is obtained by dividing the performance of CCR on BCC efficiency. Scale efficiency indicates whether the size of the resources is desirable or not. The results showed that in 2011 a total of 28 boards of provincial volleyball, 13 boards had equivalent to 46.43% efficiency, i.e. they had both the operational and managerial efficiency (PTE) and the scale efficiency (SE), as well. Also, 15 boards had operational efficiency equivalent to percent. Although, Volleyball boards oh Khuzestan and Gilan provinces were operationally efficient, but because of the inefficiency of scale were not effective in terms of total efficiency (TE). In 2012, from a total of 28 boards of the provincial volleyball, 17 boards had perfect efficiency equivalent to 60.71%, i.e. they had efficiency both operational and administrative (PTE) and the scale efficiency (SE), as well. 19 boards were operational efficiency equivalent to percent. Although, Volleyball Boards of North Khorasan and Semnan were operationally efficient, but were not effective because of the inefficiency of scale, in terms of overall efficiency (TE). The results indicated that in 2013 a total of 28 boards of provincial volleyball, 19 boards had equivalent to 67.86% efficiency, i.e. they had both the operational and managerial efficiency (PTE) and the scale efficiency (SE), as well. Also, 20 boards had operational efficiency equivalent to 71.43%. Although, Volleyball Board of Ardabil province had operationally efficiency, but was not efficient in terms of total efficiency (TE) because of the scale inefficiency (Table 2). Table 2. Performance results of provinces volleyball Boards are based on CCR's model from 2011 to No. Province East Azarbaijan Western Azarbaijan Ardebil Esfahan Ilam Bushehr Tehran Chaharmahal and Bakhtiari South Khorasan Khorasan Razavi Northern Khorasan Khuzestan Zanjan Semnan Fars Qazvin Qom Kurdistan Kermanshah Kohgiloyeh and Boyer- Ahmad Golestan Gilan Lorestan Mazandaran

6 25 Markazi Hormozgan Hamedan Yazd Mean SD Table 3. Results of the efficacy of provinces volleyball boards based on BCC's model from 2011 to No. Province East Azarbaijan Western Azarbaijan Ardebil Esfahan Ilam Bushehr Tehran Chaharmahal and Bakhtiari South Khorasan Khorasan Razavi Northern Khorasan Khuzestan Zanjan Semnan Fars Qazvin Qom Kurdistan Kermanshah Kohgiloyeh and Boyer- Ahmad Golestan Gilan Lorestan Mazandaran Markazi Hormozgan Hamedan Yazd Mean SD

7 Table 4. Results of scale efficiency (SE) of provinces Volleyball Boards from 2011 to No. Province East Azarbaijan Western Azarbaijan Ardebil Esfahan Ilam Bushehr Tehran Chaharmahal and Bakhtiari South Khorasan Khorasan Razavi Northern Khorasan Khuzestan Zanjan Semnan Fars Qazvin Qom Kurdistan Kermanshah Kohgiloyeh and Boyer- Ahmad Golestan Gilan Lorestan Mazandaran Markazi Hormozgan Hamedan Yazd Mean SD The results of the three-year efficiency average of volleyball provinces boards are presented in Figure 1. Results showed that the boards of East and West Azarbaijan, Isfahan, Tehran, Khorasan, Fars, Qazvin, Kermanshah, Golestan, Lorestan and Mazandaran were efficient in the CCR model during 2011 to 2013 (Figure 1) 179

8 Figure 1. Mean efficiency of provinces volleyball boards in the CCR model (from 2011 to 2013) Other findings showed that the boards of East and West Azarbaijan, Isfahan, Tehran, Khorasan Razavi, Northern, Khuzestan, Fars, Qazvin, Kermanshah, Golestan, Gilan, Lorestan and Mazandaran were efficient in the BCC model during 2011 to 2013 (Figure 2). 180

9 Figure 2. Mean efficiency of provinces volleyball boards in the BCC model (from 2011 to 2013). Results showed that the boards of East and West Azarbaijan, Isfahan, Tehran, Khorasan, Fars, Qazvin, Kermanshah, Golestan and Mazandaran province had scale efficiency (SE) during 2011 to 2013 (Fig. 3 ). 181

10 Figure 3. The scale efficiency mean of provinces volleyball boards (between the years of 2011 to 2013). Based on findings, three-year total effectiveness average and standard deviation were and , respectively. The mean and standard deviation of operational efficiencies were and and scale efficiency mean and standard deviation were and , respectively (Figure 4). Figure 4. The efficiency total mean of provinces volleyball Boards of Iran from 2011 to

11 DISCUSSION AND CONCLUSION The aim of this study was the evaluation of the performance of the volleyball Boards of provinces based on CCR and BCC and SE models. In 2001, from total of 28 members of provincial volleyball, just 13 members have achieved 46.43% of whole efficiency. It means that they was efficient in both view (PTE) and the scale efficiency (SE), respectively (East Azarbaijan, Western Azarbaijan, Isfahan, Ilam, Tehran, Khorasan Razavi, Northern Khorasan, Fars, Qazvin, Kermanshah, Golestan and Mazandaran Provinces). 15 members have achieved 53.57% in terms of operational efficiency (Azarbaijan, Western Azarbaijan, Isfahan, Ilam, Tehran, Khorasan Razavi, Northern Khorasan, Khuzestan, Fars, Qazvin, Kermanshah, Golestan, Gilan, and Mazandaran Provinces). Although, the operations of Volleyball Board of Gilan and Khuzestan provinces were efficient, but in based of inefficiency of scale, they were not effective in terms of overall efficiency (TE). In 2012, from total 28 members of provincial volleyball, just the17 members have scored 60.71% from perfect efficiency. i.e. they have obtained both operational and administrative (PTE) and the scale efficiency (SE) (East Azarbaijan, Azarbaijan West, Isfahan, Tehran, Southern Khorasan, Khorasan Razavi, Khuzestan, Tehran, Fars, Qazvin, Qom, Kermanshah, Golestan, Gilan, Lorestan, Hamedan and Mazandaran). 19 members have obtained 67.86% in terms of operational efficiency (Azarbaijan, West Azarbaijan, Isfahan, Tehran, Southern Khorasan, Khorasan, North Khorasan, Khuzestan, Zanjan, Semnan, Iran, Qazvin, Qom, Kermanshah, Golestan, Gilan, Lorestan Mazandaran and Hamadan). Although the operations of Volleyball Board of Semnan and Northern Khorasan provinces were efficient, but in based of inefficiency of scale, they were not effective in terms of overall efficiency (TE). In 2012, from total 28 members of provincial volleyball, just the19 members have scored 67.86% from perfect efficiency. i.e. they have obtained both operational and administrative (PTE) and the scale efficiency (SE) (East Azarbaijan, Western Azarbaijan, Isfahan, Tehran, Khorasan, Northern Khorasan, Khuzestan, Zanjan, Semnan, Iran, Qazvin, Qom, Kermanshah, Golestan, Gilan, Mazandaran, Lorestan, Hamedan and Yazd). 20 members have earned 71.43% in terms of operational efficiency (East Azarbaijan, West Azarbaijan, Ardebil, Isfahan, Tehran, Khorasan, North Khorasan, Khuzestan, Zanjan, Semnan, Iran, Qazvin, Qom, Kermanshah, Golestan, Gilan, Lorestan and Mazandaran and Yazd, Hamadan). Although the operations of Volleyball Board of Ardabil province was efficient, but in based of inefficiency of scale, they were not effective in terms of overall efficiency (TE). Volleyball Board of Ardabil province, although operational efficiency, but because of the inefficiency of scale, in terms of overall efficiency (TE) was not efficient. Overall Evaluation of Board performance scores in the past three years have shown that the average overall efficiency of the Board was increased (8.66%) in 2013 compared to The efficiency scores of Boards have shown that based on pattern of CCR, 11 members (39.29% of the Boards) (Azarbaijan, Western Azarbaijan, Isfahan, Tehran, Khorasan, Fars, Qazvin, Kermanshah, Golestan and Mazandaran Province) have obtained performance score equal to 1 during the three-year. Based on BCC model, 11 members (39.29% of the Boards) (Azarbaijan, Western Azarbaijan, Isfahan, Tehran, Khorasan, Fars, Qazvin, Kermanshah, Golestan and Mazandaran Province) have shown the performance score equal to 1 during the three-year, as well. That the average operating and management performance was increased (5.58%) for Boards in 2013 compared to The lowest changes were observed in scale performance of the Boards. The mean scale performance of Boards was increased (3.19%) in 2013 compared to These results are similar and consistent with the research findings of researchers who they have expressed in their researches that management of operational inefficiencies is the main reason for inefficiencies organizations. Square (2010) in evaluation of Champions League football clubs in Europe, Haas (2004) in studied German clubs have found similar results and they have reported high level performance for the studied clubs. Since the clubs in the Champions League of Europe and attended teams in Germany football League have shown high scale efficiency due to the using optimum size of the input sources. Sanchez (2007) has studied the Spanish teams in attack and defense performance, he has resulted that the overall inefficiencies was caused due to the operational inefficiencies. Soltani (2006) in evaluation of the performance of the Rah Ahan football team has introduced the operational inefficiencies and waste of resources as the main reason for its inefficiencies. The results of this research on the most important reason for inefficiencies Boards was in agreement with the results of the Square (2010), Haas (2004), Sanchez (2007), pro (2013) and Sultan (2006). In this study, the results showed that operational and 183

12 management inefficiencies have act important role in the overall inefficiencies of volleyball Boards of provinces from 2011 to Some of the researchers in their studies have expressed that the scale inefficiency is as the most important reason for the inefficiency of organizations (Adabi-firouzjah, 2012; Haas, 2003; Guzman, 2006; and Zhardyn, 2009). The present results are not in line with the findings of mentioned investigation. Adabi-firouzjah (2012) has stated that the mean performance scores of departments of Youth and Sports was decreased (1%) in 2010 compared to The performance scores of main directorate showed based on pattern of CCR, 9 main directorates (32% of administration) (Western Azarbaijan, Bushehr, Tehran, Semnan, Qazvin, Qom, Lorestan, Mazandaran and Markazi) have shown the performance equal to 1 during the three years. In the pattern of BCC and 15 main directorate (53% of main offices) (West Azarbaijan, Bushehr, Tehran, Semnan, Qazvin, Qom, Lorestan, Mazandaran, Markazi, Golestan, Chaharmahal and Boyer-Ahmad, Kurdistan, Iran, Zanjan and Ardebil) have shown performance equal to 1 three studied years, as well. The average management performance and operating of main administration have been gradually growth from 94% in 2009 to 95% in The mean scale performance of main administration was shown the largest loss from 98% in 2009 to 95% in In addition, Haas (2003), Guzman (2006) and Zhardyn (2009) in their studies have reached to this conclusion that scale inefficiency was one of the reasons in general inefficiencies of teams in the American leagues (MLS) in Spain and France. These researchers have noted that when the organizations have used the input sources as a higher or lower than the optimum, this causes the border of performance get far and the overall performance (TE) get useless. One of the ways to increase the performance of the provincial volleyball Boards is the conversion of inputs to make desired outputs (PTE). The boards should strive to improve management programs and operational guidelines, from the input i.e. the staff, budget and available physical spaces, present maximum output in the field of sport, athletics, athletic training, sports researches, sports events, and activation sport board in the province. Another strategy is the careful allocation of resources to the Board. The resources and inputs assigned to each delegation should be based on objective, a program and according to the needs of the board (Haas 2003 and 2004, Guzman 2006, Zhardyn 2009, Barros 2010 and Adabi-firouzjah, 2012). The results showed that operational and management inefficiencies are the most reason of provinces volleyball boards was inefficiencies. Therefore, it is recommended that volleyball boards' heads work based on determined programs and targets. Also, the use of resources of staff, budget and sports spaces perform with respect to the objectives and by correcting and management process for proper operation to produce such as the output of sport for all championship sport, educational sport, research sport, sport events and volleyball active Board lead to be efficient (100%) the volleyball of Iran. REFERENCES Adabi-firouzjah J, Determine the role of the provincial Ministry of Youth and Sports, using data envelopment analysis, doctoral thesis Faculty of Physical Education Teacher Training University in Tehran. Barnett R, Glass C, Snowdon R, Stringer K, Size, Performance and Effectiveness: Cost- Constrained Measures of Best- Practice Performance and Secondary- School Size, Education Economics. 10 (3): Barros C.P, Assaf A, Sa-Erap F Brazilian Football League Technical Efficiency: A Simar and Wilson Approach, Journal of Sport Economics. 11(6): Bojadzif G, Bojadzif M, Fuzzy logic and its applications in the management, translation: Seyed Mohammad Hosseini, First edition, Ishiq publication. Escuer M, Isabel Cebrian L, Measurement of Efficiency of Football Teams in the Champions League, Managerial and Decision Economics,. 31: Fath-abadi J, Designing an appropriate model for internal assessment to improve the quality of education in the School of Medical Sciences, M.Sc. thesis, educational sciences, Tehran University. Guzman I, Measuring Efficiency and Sustainable Growth in Spanish Football Teams, European Sport Management Quarterly. 6(3): Haas DJ, Technical Efficiency in the Major League Soccer, Journal of Sport Economics. 4(3):

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