1. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-1 Chapter 8 Human Resources Management

2. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-2 What is HRM? Human resources management (also known as staffing) consists of planning, attracting, developing, and retaining employees.

3. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-3 HR for the L.A. Dodgers Irene Tanji was with the HR department of the Los Angeles Dodgers from 1958 to 1998. She started as a secretary and worked her way up through the ranks to become Director of Human Resources. Tanji believes that pro sports HR people face a variety of challenges in the present business environment. Issues include educating young players regarding their benefits and providing services for ethnically diverse players.

4. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-4 The Legal Environment Irene Tanji believes the main challenge that HR departments face is keeping up with legal issues. She includes updating benefits; monitoring new medical insurance regulations, and administering the Dodgers’ 401k retirement plan as complex issues with serious legal implications.

5. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-5 Hiring Process Here are two rules of thumb: (1) Every question you ask should be job-related. When developing questions, make sure you have a purpose for using the information. Only ask legal questions you plan to use in your selection process. (2) General questions should be asked of all candidates.

6. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-6 Bona Fide Occupational Qualification A bona fide occupational qualification allows organizations to base their hiring decisions on otherwise discriminatory attributes where it is reasonably necessary to the normal operation of a particular organization. Is age a BFOQ in pro sports? Do you believe salary cap management practices discriminate against older players?

7. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-7 The HR Department HR recruits employees for line managers to select from as they hire new people. HR conducts orientation sessions for new hires and trains many of them to do their jobs. HR keeps employment records. HR is often involved with legal matters. HR develops the performance appraisal system and forms. HR determines compensation guidelines. HR develops employee health and safety programs, works on labor relations, and assists in the termination of employees.

8. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-8 Strategic HR Planning Strategic human resources planning is the process of staffing the organization to meet its objectives. The Director of Player Development for the Dallas Cowboys typically spends his time finding replacements for injured players, working on problems with the coaching staff, and preparing for contract negotiations.

9. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-9 HR at Olympics, World Cup HR consultant Priscilla Florence has served as the HR person for two international sporting events: The 1984 Los Angeles Olympics and the World Cup USA 1994. Florence’s responsibilities involve recruiting, hiring, training, and organizing paid employees and volunteers.

10. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-10 Job Analysis Job analysis is the process of determining what the position entails and the qualifications needed to staff the position. Job description identifies the tasks and responsibilities of a position. In other words, it identifies what employees do to earn their pay.

11. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-11 Job Specifications Job specifications identify the qualifications needed to staff a position. The job specifications thus identify the types of people needed.

12. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-12 Recruiting Recruiting is the process of attracting qualified candidates to apply for job openings. Professors with sport management doctorates are in short supply and in high demand as numerous colleges add new sport management programs to their offerings. Administrators will have to use all types of recruitment methods to attract qualified sport professors.

13. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-13 Promotions from within Employee referrals Previous applicants Internal Sources External Sources Walk-Ins Educational Institutions Advertising Agencies Recruiting Sources

14. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-14 Interview and Question Types Interviews Structured Unstructured Semistructured Questions Close-EndedOpen-EndedHypotheticalProbing

15. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-15 Interview Preparation Steps 1. Review the job description and specifications. 2. Plan your realistic job preview. 3. Plan the type of interview. 4. Develop questions for all candidates. 5. Develop a form. 6. Develop questions for each candidate.

16. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-16 Interview Steps Open the interview Give your realistic job preview Ask your questions Introduce top candidates to coworkers Close the interview

17. PPT8-17 Training MethodDefinitionSkill Developed Written materialManuals, books, and so on.Technical LectureSpoken word, class lectures.Technical VideoTelevision, class videos.Technical Question and answerAfter other methods, the trainer and trainees ask questions about what they read, heard, and watched. Technical DiscussionA topic is presented and discussed.Technical Programmed learningA computer or book is used to present material, followed by a question or problem. Trainees select a response, then are given feedback on their answers. Depending on the material presented, programmed learning may possibly develop people skills and conceptual skills. Technical DemonstrationTrainers show trainees how to perform the task. This is step 2 in JIT. Demonstrations can also be used to develop people skills and decision-making skills. Technical Job rotationEmployees learn to perform multiple jobs.Technical and conceptual ProjectsSpecial assignments, such as developing a new product or a new team. Projects that require working with people and other departments also develop people skills and conceptual skills. Technical Role playingTrainees act out a possible job situation, such as handling a customer complaint, to develop skill at handling similar situations on the job. People and communication Behavior modeling(1) Trainees observe how to perform the task correctly. This may be done via a live demonstration or a videotape. (2) Trainees role-play a situation using the observed skills. (3) Trainees receive feedback on how well they performed. (4) Trainees develop plans for using the new skills on the job. (Behavior modeling is a feature of this book.) People and communication

18. PPT8-18 Training Methods, Continued CasesTrainees are presented with a situation and asked to diagnose and solve the problems involved. They are usually asked to answer questions. (Cases are included at the end of each chapter of this book.) Conceptual and decision making In-basket exerciseTrainees are given actual or simulated letters, memos, reports, telephone messages, etc. typically found in the in-basket of a person holding the job they ’ re being trained for. Trainees are asked what, if any, action they would take for each item, and to assign priorities to the material. Conceptual and decision making Management games Trainees manage a simulated company. They make decisions in small teams and get the results back, usually on a quarterly basis, over a period of several game “ years. ” Teams are in an “ industry ” with several competitors. Conceptual and decision making Interactive videoTrainees sit at a computer and respond as directed.Any of the skills MethodDefinitionSkill Developed

19. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-19 Labor Relations Labor relations are the interactions between management and unionized employees

20. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-20 Baseball Players in the Union Conflicts between baseball players and owners date back to the 1880s. Fans have endured five strikes since 1966 and the owners have locked players out three times (1973, 1976, and 1990). Salary caps are the maximum amount of money a team can spend on players. In the 1880s MLB owners established the first salary cap in pro sports — their $2,000 salary cap was not peanuts, although it seems paltry today.

21. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-21 Free Agency – Curt Flood In 1969, St. Louis Cardinals star player, Curt Flood, asked for a substantial salary increase but instead found himself promptly traded to the Philadelphia Phillies. He sued to stay in St. Louis. This case also went all the way to the Supreme Court, which ruled against Flood, citing the Federal Base Ball decision of 1915.

22. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-22 Free Agency – Catfish Hunter A successful challenge to the reserve clause didn’t occur until the 1970s. The first case came when Charles Finley, owner of the Oakland Athletics, withheld part of Catfish Hunter’s $100,000 salary. Hunter’s contract stipulated that half of his salary go toward purchasing an annuity in an insurance fund. Finley didn’t pay because of a tax question, so he had not fulfilled the contract, and this allowed Hunter to become a free agent.

23. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-23 Free Agency – Andy Messersmith Rather than sit out the 1975 season, Andy Messersmith of the Los Angeles Dodgers played under the standard contract that was renewed by the Dodgers, but he never signed it. Courts later ruled that when Messersmith chose to play at the Dodgers’ option, but without signing the new contract, he became a free agent.

24. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-24 Collusion The 1976 baseball season started without a contract, so owners locked players out of spring training that year. Owners were subsequently found guilty in court of collusion three times (1987, 1988, and 1990). Collusion meant the owners were guilty of working together to organize how they would bid or not bid for free agent ballplayers.

25. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-25 Baseball Strike of 1994-1995 The 1994–1995 baseball season ended in a strike, and the World Series was cancelled. Even the 2002 season was played under the shadow of labor tensions and threats of a strike. Fortunately, both sides were able to negotiate a last-minute settlement, and the 2002 season was completed as scheduled.

26. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-26 Collective Bargaining Collective bargaining is the process of unions and management negotiating a contract that covers employment conditions at the organization.

27. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-27 Mediation and Arbitration Mediators are neutral parties who help management and labor settle disagreements. In cases where the two parties are unwilling to compromise but still want to avoid a strike or lockout, they may choose to call in an arbitrator. Arbitrators differ from mediators in that arbitrators’ decisions are binding (must be followed). Arbitrators more typically work to settle grievances; mediators deal with impasses in collective bargaining.

28. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-28 Termination In 1998 Nike laid off about 1,600 people worldwide due to unexpected high levels of inventories. Nike’s CEO Philip Knight observed, “The job reductions were difficult to undertake, but necessary to make the company competitive.”

29. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson Learning PPT8-29 Outplacement Services When companies undergo layoffs, they sometimes offer outplacement services, the purpose of which is to help employees find new jobs.