Extended Abstract
Background and Purpose
The proper performance of employees is often possible in a healthy organizational environment, therefore, measuring and developing organizational health and performance should always be considered. The idea of ​​health in the organization draws our attention to the factors and conditions that facilitate its growth and prosperity or prevent its dynamism. The concept of organizational health is a unique concept that allows us to have a big picture of the health of the organization. In healthy organizations, employees are committed, duty-bound and useful, and have high morale and performance. The development and growth of any society is to have healthy organizations. Performance is the result of the activities of the human force in terms of the performance of assigned tasks after a certain time, which can revealproductivity and efficiency, or the sum of job-related behaviors that people show themselves. One of the most effective organizations in training sports coaches and expanding sports culture in the country is the Ministry of Sports and Youth, which is also known as the guardian of sports. The Ministry of Sports has a special position due to the important goals it undertakes. To achieve these goals, it must have high organizational health and employees with appropriate performance. The present study seeks to answer the following questions: What is the organizational health of the ministries of sports and youth? What is the performance of the employees in the Ministry of Sports and Youth? Is there a relationship between organizational health and employee performance? Is there a relationship between organizational health dimensions and employee performance?


Methods
This study is of applied and descriptive correlational type. The statistical population consisted of all experts in ministry of sports and youth who had a minimum of post-diploma degree, with a total of 400 individuals. Based on the Morgan table, 200 individuals were selected as the sample using stratified random sampling method. Two questionnaires, Organizational Health Inventory (OHI) and self-assessment of performance, were used to collect the data. The Organizational Health Inventory questionnaire was first developed by Hoy et al. (1991) and includes three technical, administrative, and institutional levels with seven dimensions: Morale, scientific emphasis, observance, constructiveness, resource support, managerial influence, and institutional unity, with 44 items scored on a Likert scale. The self-assessment of performance questionnaire was used to measure employees' performance and was also scored on a Likert scale. The face and content validity of the questionnaires were confirmed by the opinions of 15 professors. Additionally, Cronbach's alpha coefficient was obtained as 0.88 for organizational health and 0.91 for performance questionnaire. Descriptive and inferential statistics such as Kolmogorov-Smirnov test, t-test, Spearman correlation coefficient, and structural equation modeling were utilized for data analysis.
Findings
The Kolmogorov-Smirnov test was used to test the normality of the scores of the research components. The results showed that the Sig. of all factors is less than 0.05, indicating the distribution of none of factors is normal. Thus, non-parametric tests were used in this study. The results on Tables 2 and 3 show that the employees have evaluated their place of service at a suitable level for organizational health. To test this hypothesis, the ratio test or binomial test was used. The cutoff for high and low score groups is 2.5 (ideal point). As can be seen, the P-value is less than 0.01, so it can be said with 99% confidence that the employees have evaluated the workplace organization in all dimensions of organizational health (except the dimension of resource support) as high and acceptable. According to Table 4 and based on the average obtained from the questions, the average of the total answers given is 3.37, showing that the performance of the employees is higher than the expected average (2.5) and is at an appropriate level. As the table shows, the P-value is less than 0.01, so it can be said with 99% confidence that the employees consider their performance to be in a good state. The results of the Spearman correlation test between the main components of the research are shown in Table 6. Considering that Sig. between two components (0.003) is smaller than 0.05, it can be said that there is a significant correlation between performance and organizational health (r=0.751). Due to the fact that the correlation coefficient between two components is positive, the changes of these two components are in the same direction. Table 7 shows the correlation coefficient between dimensions of organizational health and performance. Therefore, organizational structure and unity have the highest relationship with performance with coefficients of 0.95 and 0.92. Besides, performance with manager's influence, considerateness, resource support, spirit and scientific emphasis has correlation coefficients of 0.70, 0.68, 0.65, 0.62 and 0.53, respectively. The results of structural equation modeling related to the two components of organizational health and employee performance are shown in Table 8. Since the value of t is greater than 2, the standard coefficient of the relationship is significant at the confidence level of 99%. Overall, based on the results and at the 99% confidence level, it can be stated that there is a significant relationship between organizational health and employee performance, as well as organizational health has an impact on employee performance. According to Figure 1 and Table 7, based on the obtained results and path coefficient, scientific emphasis with a coefficient of 0.87, support of resources with r=0.75, considerateness with r=0.72, constructiveness with r=0.66, manager influence with r=0.62, morale with r=0.61, and institutional unity with r=0.45, respectively have the greatest impact on performance.
Conclusion
According to the research findings, the employees have evaluated the organizational health of the Ministry as appropriate, and among the dimensions of organizational health, the status of all components (except the resource support dimension, which is below the average) is above the average. The results of this study are consistent with those of Shabani Bahar (1389), Soleimani (1389), Nasiri (1390), Bahrami (1391) and Talebpour (1392) and are contrary to the results of Nazim's research (1389). The study’s findings showed that the employees evaluate their performance at a suitable level. In explaining this issue, it can be said that the proper state of the organization and attention to the needs of the employees and the appropriate management system at the ministry level as well as the organizational environment of the organization have caused employees’ proper performance.
The results of Spearman's correlation test showed that there is a significant correlation of 0.75 between organizational health and employee performance, and the direction of changes of these two components is the same. Among the dimensions of organizational health, productivity with 0.95 and institutional unity with 0.92 have the highest correlation coefficient with performance. Moreover, scientific emphasis with 0.53 and morale with 0.62 have the lowest correlation coefficient with performance. The modeling results of the structural equations related to these two components also indicated that the standard coefficient of the relationship is significant at the confidence level of 0.99. Therefore, at the confidence level of 0.99, it can be stated that there is a significant relationship between organizational health and employee performance, as well as organizational health has an impact on employee performance, based on the results of scientific emphasis with a coefficient of 0.87, support of resources with r=0.75, considerateness with r=0.72, constructiveness with r=0.66, manager influence with r=0.62, morale with r=0.61, and institutional unity with r=0.45, respectively have the greatest impact on performance. One of the effective factors on performance is organizational health. In fact, organizational health and performance have a mutual relationship. Organizational health plays a special role in an organization's strategy and optimal performance in order to advance its goals. By promoting organizational health, the Ministry of Sports can coordinate the performance of managers and employees with the desired goals. Considering the dimensions of organizational health, if an organization has high health, it can have an effect on the quality of life and morale of employees, which affects the performance of employees and increases their positive performance. The results showed that the Ministry of Sports has a good organizational health, so organizational health affects the performance of employees and leads to improved performance. The study’s findings are consistent with most previous researches. Eskandari (1378) stated that there is a positive and significant relationship between organizational health and managers' performance. Amini (2009) concluded that there is a positive and significant relationship between organizational health and performance. Sharifi (2009) noted that there is a significant relationship between each of the performance components of managers and organizational health. Beikzad (2008) concluded that there is no significant relationship between the level of institutional health of schools and the performance of school principals; however, there is a significant relationship between the level of administrative and technical health of schools and the performance of school principals. Shabani Bahar et al. (2009) reported that the organizational field of the physical education organization is at a high level in terms of organizational health. Coleman and Antonioxi (1983) believe that organizational health is related to managers' performance. Yoris (2006), in his research, showed a positive and significant relationship between organizational health and the performance of managers and mentioned organizational health as one of the main factors affecting performance. In his study, Robertson (2004) also considered organizational health as one of the factors affecting managers' performance with a factor of 24%. Hedges (2000) stated that the existence of organizational health leads to the improvement of organizational performance and its effectiveness and efficiency. Sabansi (2009) listed the burnout and low performance of teachers as an influencing factor on organizational health (30). In their research, Zhang and Branning (2011) showed that there is a positive and significant relationship between the personality traits of employees and organizational health, which increases the job commitment of employees, subsequently leading to an increase in employee productivity. Also, Zahid Bablan, (2010), Vohra (2010), Heinonen and Sarima (2009) and Singer et al. (2009) also pointed out directly and indirectly the existence of a significant and positive relationship between organizational health and performance in their research. Hence, almost all researches have reported a positive and significant relationship between organizational health and performance, which is consistent with the present research. Considering the heavy duty of the Ministry of Sports and Youth as the guardian of sports in the country, it can perform its important task efficiently if it has a healthy and dynamic environment. In other words, it has a proper and decent organizational health. In fact, an organization that has proper organizational health achieves its goals better, people have a better and higher morale, facilities, and equipment are available to an acceptable level. The relationship between managers and colleagues is friendly and human-oriented, and the behavior of managers is more considerate than with rigid and formal rules. Therefore, in such organizations, people show better performance, leading to the optimal performance of the organization. Based on the results of the research and the impact of organizational health dimensions on the performance of employees, it is better for managers to increase the scientific and cultural load of employees, to provide basic work items and supplies in the environment and to maintain mutual respect and trust and cooperation with employees in order to determine performance standards and job expectations. Moreover, the ability to adapt to the environment should be diligent and create a healthy and safe environment for employees so that we can witness an increase in the level of competencies and improvement in employee’s performance and that of ministry.


Article Message
This study highlights the critical role of organizational health in enhancing employee performance, demonstrating that the Ministry of Sport and Youth, by fostering a healthy and dynamic environment, can achieve its strategic objectives. The findings reveal that dimensions of organizational health, particularly "scientific emphasis" and "resource support," exert the strongest influence on employee performance. Therefore, strengthening organizational health not only boosts productivity and employee commitment but also facilitates the fulfillment of the ministry’s heavy responsibilities in the realm of sports and youth affairs. Senior managers can effectively improve individual and organizational performance by providing resources, building trust‑based human relationships, and promoting a scientific culture.

Ethical Considerations
The present study was conducted in full compliance with ethical principles in human research. Participants voluntarily took part in the study, and the confidentiality of their personal information and responses was assured. The research objectives were clearly explained to them, and informed consent was obtained. No pressure was exerted on the participants, and the data are reported solely at the group level without disclosing individuals’ names.
Authors' Contributions
All authors contributed equally to all stages of the research, including study design, data collection and analysis, drafting, and final editing of the manuscript, and all have approved the final content.
Conflict of Interest
The authors declare that there is no financial or personal conflict of interest regarding the conduct of this research and the publication of its results.
Acknowledgments
The authors express their sincere gratitude to all employees and managers of the Ministry of Sport and Youth who cooperated in this study. Appreciation is also extended to the esteemed professors who assisted in validating the questionnaires.