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Managing people in sport organisations: A strategic human resource management perspective Chapter 1.

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Presentation on theme: "Managing people in sport organisations: A strategic human resource management perspective Chapter 1."— Presentation transcript:

1 Managing people in sport organisations: A strategic human resource management perspective Chapter 1

2 Learning objectives Identify the unique challenge of managing people in sport organisations Understand the general concept of human resource management and how it has evolved historically from personnel management Identify key human resource issues that affect sport organisations Explain how the human resource management perspective affects HR policies and practices Describe how effective human resource management contributes to the sustainability of sport organisations

3 Uniqueness of sport organisations The sport industrys distinctiveness is characterized by the inimitability of sport & its ability to engender irrational passions and emotional attachments, despite the often variable quality of the product Sports uniqueness is further exemplified by features of intangibility, heterogeneity and inseparability of production and consumption

4 Managing people in sport organizations The distinguishing characteristics of sport combine to create a unique management environment for sport organisations The effective management of people who are working and volunteering for the organisation is the critical. In the same way that getting the best out of the players is the hallmark of a good coach, getting the best out of employees and volunteers is the hallmark of a good manager.

5 Human resource management considerations shaped by the environment in which the sport organisation is located government policy and legislation can support, regulate or dictate activities in the public sector,. Non-profit and voluntary organisations face volunteer management challenges. Professional and commercial sport organisations must meet customer expectations and stakeholder demands

6 SectorOrganisationMissionTypical staffing profile PublicNational Institute of Sport To develop elite sport on a national basis with a particular focus on success at the Olympic Games and World Championships Paid Staff – Head Coach, Executive Director, technical and administrative support staff, nutritionist, sport psychologist Board of Directors – appointed by government VoluntaryYouth Sport ClubTo provide an appropriate supportive environment for youth to enjoy sport in an atmosphere of fun, sportsmanship, democracy and peace. Volunteers – large numbers in a range of roles. Coach, manager, event organiser, fund raising, promotion, maintenance, legal, accounting, risk management. Paid administrative staff – limited number eg Executive Director Volunteer Board of Directors Non-profit Membership based Local Golf ClubTo be financially self-sustaining while providing an quality experience to members and guests with a commitment to exceptional perceived value through loyalty, growth, leadership and community citizenship. Paid staff – Chief Executive Officer, Golf Professional, Green keeper, Catering staff Volunteer Board of Directors CommercialSport & Fitness Centre To inspire our members to achieve their fitness goals with the finest fitness equipment, knowledgeable instructors and a safe, fun and friendly atmosphere Paid staff – Administration, Aquatics, Dance & Fitness instructors, Management, Operations, Personal Training, Reception, sales ProfessionalSports FranchiseDedicated to winning Championships, growing new fans, and providing superior entertainment, value and service. Paid – Chief Executive Officer, Vice-President, management, Marketing and Broadcasting, Legal & Financial, administrative and support staff Head Coach, training and sport operations staff Medical Staff Stadium staff Governance – Chair, Board members Community and event day volunteers

7 Contemporary sport organizations Sport organizations face increased globalization, commercialization and greater accountability Changes include: –government funding & restructured sport delivery systems –Moves to professional status (eg Rugby Union, Triathlon) –Development of global brand equity (eg Manchester United, AC Milan) –increasing transnational movement of athletes and coaches (eg, IMG, Octagon). –growth and increasing sophistication of chain organisations (eg Fitness First which operates in 15 countries)

8 Changes to staffing growing numbers of paid staff have been appointed in roles traditionally held by volunteers increasingly employees are selected for their technical or professional expertise in managing a business irrespective of their knowledge of the sport board members are recruited for their business acumen and not just their sporting prowess

9 The people management challenge Attracting, developing, and retaining talented people can provide a sport organisation with the resources it needs to prosper, grow and ultimately, gain competitive advantage. The right coach, manager, CEO or player can transform the fortunes of a sport organisation from bottom of the pile to a league or world champion.

10 Competitive advantage through human resources The best mix of people will allow the sport organisation to meet its strategic objectives now and into the future. This can be achieved through strategic: Planning Recruitment Retention Reward and recognition Training and development

11 Human resource management policies, practices, procedures, and systems that influence the behaviour, attitudes, values and performance of people who work for the organisation. HRM ensures generic strategic decisions are implemented effectively by coordinating the people related aspects

12 The HRM system … can be shaped by many factors including: –the type of organisation (eg public or private sector), –the external environment in which the organisation operates (eg the nature of the labour market) –the choices made by the organisation about how work is organised (eg the extent to which rewards are equally shared within the organisation). As a result of these factors and choices there will be different human resource configurations within different sport organisations

13 Evolution of HRM The first formal personnel practices were implemented during the late Victorian period in the UK These were basically welfare workers with a concern for the well being of the worker coupled with recognition that improved welfare for workers would also enhance the performance of the business

14 Scientific management Associated with Fredrick Taylor around the time of WWI Based on efficient standardised production techniques with a division of labour so that jobs became simple and could be easily learned by relatively unskilled workers adopted in industrial countries around the world and laid the foundation for all job design for the remainder of the Century personnel specialists became involved with the analysis, design, evaluation and classification of jobs and the use of this information in the administration of wages

15 Human relations movement The next major movement to influence the practice of personnel management associated with the motivation theories of Elton Mayo focused on the importance of building the social identification of workers with each other in and with the organisation as a way of stimulating higher levels of motivation and productivity

16 3 key developments from the 1960s onwards 1.the emergence of a role concerned with organisational efficiency 2. the emergence of a role dealing with employment law 3.achieving the best fit between resources and organisational needs This 3 dimensions signaled the emergence of HRM

17 Stakeholder Interests -Shareholders -Management -Employee Groups -Government -Community - Unions Long-term consequences -Individual well- being -Organisational effectiveness -Societal well- being HRM Outcomes -Commitment -Competence -Congruence -Cost effectiveness HRM Policy choices -Employee influence -Human resources flow -Reward systems -Work systems Situational factors -Workforce characteristics -Business strategy and conditions -Management philosophy -Labour Market -Unions -Task technology -Laws and societal values Figure 1.2 The Harvard Model (Source Beer et al 1984)

18 Summary sport organisations face a number of challenges to effectively managing employees and volunteers human resource management and strategic human resource management concepts and approaches provide a framework for people management effective human resource management is essential for the sustainability of sport organisations


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