Does Decision Making Make a Difference? Patterns of Change Within Canadian National Sport Organizations

Kikulis, Lisa M.; Slack, Trevor; Hinings, Bob

doi:10.1123/jsm.9.3.273

Cited by 71 publications

(41 citation statements)

References 11 publications

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“…In recent years, however, the professionalisation of organisational dimensions of amateur sport organisations has significantly changed the role of volunteers (Kikulis, Slack, & Hinings, 1995a;1995b;Slack, 1985;Slack & Hinings, 1992;Thibault, Slack, & Hinings, 1991). Sporting bodies have shifted focus to become more 'professional' or business-like in the way they approach people management issues (Chelladurai, 1999), and moved to more sophisticated and complex management (Sharpe, 2003), despite often not having the resources to fully embrace business strategy development and practices in their operations (Auld, 1997).…”

Section: The Changing Nature Of Community Sport Organisationsmentioning

confidence: 99%

Volunteer Management Practices and Volunteer Retention: A Human Resource Management Approach

Cuskelly

Taylor

Hoye

et al. 2006

Sport Management Review

218

139

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KEY WORDS: human resource management, community sport organisations, volunteers This study used a human resource management (HRM) approach to examine the efficacy of volunteer management practices in predicting perceived problems in volunteer retention. Participants were a sample of 375 Australian Rugby Union clubs from across the country. Confirmatory factor analysis was used to examine the properties of a hypothesised reflective measurement model with seven volunteer management constructs (planning, recruitment, screening, orientation, training and support, performance management, and recognition). The efficacy of volunteer management practices was tested using regression analysis.

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Section: The Changing Nature Of Community Sport Organisationsmentioning

confidence: 99%

Volunteer Management Practices and Volunteer Retention: A Human Resource Management Approach

Cuskelly

Taylor

Hoye

et al. 2006

Sport Management Review

218

139

View full text Add to dashboard Cite

show abstract

“…While not explicitly examining HRM, a number of studies have explored the impact professionalisation has had upon decision-making structures within sport organisations (Kikulis, Slack & Hinings, 1995a, 1995b, 1995cSlack & Hinings, 1992, 1994Thibault, Slack, & Hinings, 1991). The findings suggest that perceived control over decision-making is a major source of conflict between volunteers and paid staff.…”

Section: Hrm and Non-profit Sport Organisationsmentioning

confidence: 99%

Exploring Human Resource Management Practices in Nonprofit Sport Organisations

Taylor

McGraw

2006

Sport Management Review

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The authors would like to thank the NSW Sport Commission for their support in the conduct of this research.HR for paid staff and volunteers 2 2 Contemporary business challenges and globalisation pressures have had a significant impact on the human resource management (HRM) practices of many organisations. Whilst the adoption of more sophisticated, complex and strategic management systems is well documented in the general HR literature, organisations that operate with both paid and volunteer human resources have been virtually ignored by scholars. In this paper we report on a study on the adoption of HRM practices by state sport organisations in New South Wales, Australia. Our results indicate that despite pressures to become more strategic in their people management, only a minority of these sport organisations have formal HRM systems. We also found differences between the HRM practices used with paid employees and volunteers particularly in organisations with formal HR policies. Research and practical implications for HRM in sport organisations are discussed as well as future challenges HR for paid staff and volunteers 3 3 Over the past few decades representative/parent organisations of sporting activities have faced increasing pressure to adopt more sophisticated management systems and become more business oriented. In sport we have witnessed a gradual professionalisation of state and national sport organisations and a growing number of paid staff have been appointed in roles traditionally held by volunteers (Auld, 1997;Thibault, Slack & Hinings, 1991). This has led to change management issues and tensions, as organisations transition from largely volunteer managed and governed approaches to a workforce that is a mixture of paid employees and volunteers (Nichols et al. 1998). In combination with this shift, many of these sport organisations are currently facing difficulties recruiting and retaining volunteers (Burgham & Downward, 2005). The associated human resource issues highlight the pressing need for HRM practices to effectively manage both paid and volunteer staff in sport organisations now and into the future. In considering what HRM approaches would be most effective, the distinguishing characteristics of non-profit sport organisations should be taken into account.The sport industry's distinctiveness is exemplified by features of intangibility, heterogeneity and inseparability of production and consumption (Buswell, 2004). Each sport organisation's existence is based on the requirement of co-ordinated, seasonal event-based competitions that are controlled by governing bodies (Beech & Chadwick, 2004). Sport organisations that are representative/parent bodies of sport activity have been traditionally managed by sport enthusiasts with a passion for the sport, wherein measures of success are related to on-field success and participant numbers rather than to operational effectiveness.The management of these enterprises has perpetuated these distinctions by drawing heavily on a committed volunteer workfo...

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“…In recent years change has become an increasingly prevalent feature of organisational life (Amis, Slack & Hinings, 2004). Concomitantly, and not surprisingly, the study of transitions between organisations has become a popular topic for academic research (Slack et al, 2002,Kikulis, 2000, Hinings, Thibault, Slack, & Kikulis, 1996, Kikulis, Slack & Hinings, 1992,1995a, 1995bMacintosh & Whitson, 1990;Slack, T & Hinings, 1992. To date a lot of this research has focused on the structural change, but very little has focused on the impact it has had on those who serve as foundation to National Governing Bodies in sport.…”

Section: Analysis Findingsmentioning

confidence: 99%

“…A number of studies have focused on the mechanics of change in the professionalisation and the bureaucratization that has occurred within voluntary (not for profit) sport organisations that has taken place over the last two decades (Hoye, 2004, Kikulis, Slack and Hinings, 1995a, 1995b, 1995cSlack and Hinnings 1994, Thibault, Slack and Hinnings, 1991, Slack, 1985. In addition to a concern with the patterns of change, there has also been some theorising about, and investigation of, the extent to which organisational change is likely to take place in some elements of structure and systems rather than others (Hinnings and Greenwood, 1988;Kanter, 1983).…”

Section: Organisational Change Its Development With In the Field Of mentioning

confidence: 99%

International Business Research, Vol.1, No.2, April 2008

IBR¹

2009

IBR

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Does Decision Making Make a Difference? Patterns of Change Within Canadian National Sport Organizations

Cited by 71 publications

References 11 publications

Volunteer Management Practices and Volunteer Retention: A Human Resource Management Approach

Volunteer Management Practices and Volunteer Retention: A Human Resource Management Approach

Exploring Human Resource Management Practices in Nonprofit Sport Organisations

International Business Research, Vol.1, No.2, April 2008

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