Human Resources Management in Sport
Added on 2020-09-09
13 Pages4232 Words347 Views
Leadership ManagementProfessional DevelopmentDesign and CreativityMechanical EngineeringPsychology
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INTRODUCTIONWith nouveau technology and human population rising, people remain on the lookoutfor jobs as well as being a job provider. Human resources are required everywhere tomaintain an economic balance. In the sport industry there definitely are numerousplayers, but limited professional managers. If the focus remains mainly on athletes, theresource management component will get neglected. The sport industry is nowrecognising the need to hire more professionals to enhance the quality of athletes aswell as viewer experience. Human resource management needs an appropriate size ofworkforce, which is skilled in different areas and hence there are equally relatedchallenges as well.This essay aims to explain the importance of Human Resource Management(HRM) function in a sport organisation, identify the opportunities and challenges in theprocess of hiring and practices that could ensure good management and performance.Following paper presents a statistical and theoretical data both to support thearguments presented.BASIC REQUIREMENTIn order to achieve organisational goals and attain a competitive edge, sportorganisations need to strategically align the human resource component with theirbusiness operations. The vast industry of sport has a great scope of career, especially insport management. There are different sectors in the sport industry and in eachenterprise, there is an organisational hierarchy followed, which assigns authority to theresources accordingly. Components of human resource management- recruitment andselection, training and development, compensation, job design, performance analysisare important to ensure regularised inflow and outflow of work. To maintain these,managerial functions are required.
Sport business management can be understood as the practice which involves people,activities, business or organisations allied in production of sport products, organisation,facilitation and promotion of sport events focused on fitness, recreation, athletics,leisure; sports gear, sportswear, services and sports equipment. Sport itself is a broadconcept. Mullin (1980) identified three aspects of sport management: sport marketing,sport enterprise financial structures and sport industry career paths. Recently, a newaspect is added to these vital ones identified by Muller, named ‘sport as a socialstructure’.According to Pitts and Stotlar (2007), “sport management is the study and practice of allpeople, activities, business or organisations involved in producing, facilitating,promoting or organising any sport related business or product”. Sport is an all-encompassing concept.Organisational behaviour is based on conceptual knowledge of understanding andmanaging the human side of work. Through research, determinants of attitude andbehaviour of people in an organisation can be analysed.HUMAN RESOURCE MANAGEMENT (HRM) AND MANAGERIAL FUNCTIONSHuman resource management (HRM) is a critical component which ensures the overallsuccess of any small business by creating strategic human resource management planan organisation can better handle any issue or concern related to company andemployee’s future. Human resource management traditionally established on the fourpillars of human elements practices which are Efficiency, Quality, Effectiveness andInnovation.For example, one of the job roles of the President is to ensure communication betweenthe fans and the teams, like updates on their movement and position; the AthleticsDirector oversees a lot of areas within the athletics department, such as budget andfinance, facilities, risk management, media contracts, compliance with law andregulations of national and conference governing bodies, overall progress of athletes,even academically, in case it is a young athlete, marketing the events, corporaterelations, sales, community, campus and alumni relations, fundraising, personnelmanagement, including hiring and termination of coaches. He can departmentalise his
work by further delegating responsibilities to other staff members, such as marketingdirector, who would be responsible to chalk out clever plans to assure full presence andappreciation of participants as well as the onlookers, sales, human resources,production, Research and Development and so on. Managers and assistant managers ofdifferent departments (Managers in sport organisation have different responsibilities indifferent arenas, such as obtaining financial support, purchasing and maintainingequipment, furnishing entertainment and lodging for VIPs and being accountable for thefinances being invested). In a manufacturing company, the lowest level is shop floorworkers. The most important skill for managers is critical thinking in order to makesound decisions.There are 5 basic managerial functions in human resource managementPlanningOrganisations have to make strategic plans to ameliorate its functioning. These planscould be to change or revamp products/services or to amend the organisationalstructure. Strategic planning enables the organisation to achieve its objectives byformulating, implementing and evaluating anticipated decisions.(Pumerantz, 2019)For example of decision making plus good marketing skills is of NFLSunday Ticket. It is an out-of-market sports’ package that broadcasts National FootballLeague (NFL) regular season games unavailable on local affiliates. Fans that are unableto view their team live because of distance barrier or because they like a team which isnot so popular in their region, ideally go for NFL Sunday Tickets. The package isdistributed in different countries through various streaming services and cableproviders.OrganizingIt determines productive ways to cluster activities and human, time and monetaryresources. It is the prime function of managers in any organisation to build a methodicalframework for profitable output. There are four main managerial functions namelyIdentification of activities, departmentalisation of activities, classification of authorityand coordination between authority and responsibility.
For example, HR professionals should have good analytic skills for harnessing andanalysing the data through human resource information system. An organisation withheavy database and large number of resources must have management informationsystem executives and managers in the HR department.StaffingIt is also called the inception function of human resource management, dealing withrecruitment and selection of human resources and facilitating employee adjustment.Who has to be allotted which responsibility and on the basis of which skills is animportant managerial function. It requires manning the organisational structure withappropriate talent acquisition, selection, assessment for appraisal/promotion/transferand assigning befitting roles to the manpower as per their skillset. There are 8 steps forstaffing: Job Vacancy, Job Analysis, Attracting Candidates, Screening Candidates,Interviewing Candidates, Selecting & Appointing Candidates, Induction & TrainingCandidates and Employee Evaluation.For example, a basketball star player might be promoted to be a coach and ultimatelybecome the athletic director. According to Theo Haimann, “Staffing pertains torecruitment, selection, development and compensation of subordinates.” Hence, staffingserves a vital managerial function in HRM. After the need for new employees has beenestablished in the organisation, recruitment and selection of personnel must be started(Schwind, Das and Wagar, 2007).LeadingManagers must have good leadership skills to delegate and get the plans executed. Aleader is defined as an individual within a group or an organisation which yields themost influence over others. So, leaders must be able to provide instructions andmotivation with ample of persuasiveness and vitality. Leadership involves non-coerciveinfluence, must be goal directed and most importantly it requires followers.Though, managers must have good leadership skills, their job is to establish the vision ofthe leader of the organisation. Relating with the above given example, we can say thatmanagers must be able to establish organisational mission by formulating practicallypossible strategies for its implementation and by increasing the staff’s commitment and
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