Sports Governance Policy and Organizational Effectiveness in the National Sports Commission, Abuja

Effective sports governance is important to accountability, institutional legitimacy, and organizational performance. This study examined the relationship between sports governance policy and organizational non-financial performance in the National Sports Commission (NSC), Abuja, using organizational effectiveness as the article’s broader framing of non-financial outcomes. A descriptive survey design was used, drawing on 400 respondents and a structured questionnaire whose reported overall reliability coefficient was Cronbach’s alpha = .903. Descriptive statistics and Pearson correlation were used, while the hypothesis was assessed through the multiple-regression model reported in the source dissertation. Sports governance policy was positively associated with organizational non-financial performance (r = .732, p < .001). In the five-policy-dimension regression model, governance policy remained a significant positive predictor (standardized β = .201, t = 4.40, p < .001); the overall model explained 65.9% of the variance in the outcome (R² = .659; F(5, 394) = 114.68, p < .001). The null hypothesis was rejected. The results support strengthening transparent decision-making, accountability, stakeholder participation, implementation oversight, and periodic monitoring. Because the evidence is based on a cross-sectional, self-reported survey, the results should be interpreted as associations and predictive relationships rather than definitive proof of causation.