human resource management in sports context Flashcards
how can HRM be split up?
- academic field of study
- professional discipline (CIPD)
what is the basis of management?
“The basis of management is always the same: getting the people of the business to make things happen in a productive way and the people thrive” Torrington et. al. 2011
what is the definition of HRM by (Lewin, 2007)
“…the attraction, retention, utilisation, motivaiton and rewarding and disciplining of employees in organisations”
what is the definition of HRM by CIPD 2012
“Where in the past the function delivered the fundamentals that underpinned the employee lifecycle (such as recruitment, induction and salary administration), supporting organisation performance is now the theme running through HR’s work”
what are HRM’s functional components?
- recruitment and selection
- learning and development
- career management
- performance management
- reward management
- employment relationship
- diversity and equality
what are the macro themes?
sector
power
culture
control
politics
social background
gender
leadership
Why is HRM important? (Marchington and Wilkinson 2008 p.3)
“HRM is now often seen as the major factor differentiating between successful and unsuccessful organisations, more important than technology or finance in achieving competitive advantage.”
what are common HR activities?
any of the following;
- recruitment and selection
- learning and development
- diversity management
- health and safety
- redundancy and dismissal
- talent management and development
- pensions
- employee engagement and motivation
- management development
- pay and payroll
- admin
- rewards and benefits
- employer law advice
within the organisation what are the subsystems and what are the characteristics?
formal and informal
formal;
strategy
goals
operations
management
structure
technology
informal;
culture
leadership
politics
what are the inputs and outputs of the organisation?
inputs
- materials
- resources
outputs
- goal achievement
- employee satisfaction
what is hard HRM
- employee as cost to be controlled
- instrumental attitude to employee relations
- employee management concerned with maximising output for minimal cost
what is soft HRM
- employee as resource to be developed
- employee management concerned with developing commitment and motivation of employees
what are the unique characteristics of sport?
- In many ways similar to mainstream organisations
- In others quite different – level of media and public scrutiny
- Product vs. service
- Social impact vs profit making
- Stakeholders
- Brand loyalty/passion of fans
- Very diverse – highly professional to very informal, high pay/low pay
what are some of the major trends changing in the context of work?
- globalisation
- demography
- migration
- gender gap
- inequalities
- climate change
- technology
what are the changes in the sports context?
- professionalisation of sports orgs
- more sports becoming professional
- becoming more of an emphasis for some govs
- greater movement of players/staff
- government funding
- specialist providers of sports management
- move from volunteer staff to paid employees
- people appointed based on business and management experience not on their sporting experience
what is the typology of sports orgs?
- state or public
- non-profit or voluntary (e.g. clubs, voluntary associations, government bodies)
- professional or commercial sports orgs (professional leagues and teams)
- global sports and sports bodies
what are the common issues in sports orgs?
- how to get best out of employees?
- how do you treat employees?
- what type of employer are you going to be?
- attraction and retention?
- employer brand
- discipline, grievances
- equality and diversity aspects e.g. harassment
- problem solving: discipline, grievances, bullying
