Toward an Understanding of the Role of Agency and Choice in the Changing Structure of Canada's National Sport Organizations

Kikulis, Lisa M.; Slack, Trevor; Hinings, C. R.

doi:10.1123/jsm.9.2.135

Cited by 84 publications

(34 citation statements)

References 20 publications

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“…A number of studies have focused on the changing professionalization and bureaucratization that has occurred within voluntary sports organizations in recent years (Kikulis, Slack, and Hinings, 1995a, 1995b, 1995cSlack, 1985;Hinings, 1992, 1994;Thibault, Slack, and Hinings, 1991). Hoye and Stewart (2002) Leadership has been identified as one of the most frequently studied topics in the sports management literature highlighted the use of various forms of power by volunteers during a period of organizational change within a voluntary sports organization.…”

Section: Hoyementioning

confidence: 99%

Leader‐member exchanges and board performance of voluntary sport organizations

Hoye

2004

Nonprofit Mgmnt & Ldrshp

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Section: Hoyementioning

confidence: 99%

Leader‐member exchanges and board performance of voluntary sport organizations

Hoye

2004

Nonprofit Mgmnt & Ldrshp

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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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“…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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Toward an Understanding of the Role of Agency and Choice in the Changing Structure of Canada's National Sport Organizations

Cited by 84 publications

References 20 publications

Leader‐member exchanges and board performance of voluntary sport organizations

Leader‐member exchanges and board performance of voluntary sport organizations

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

Exploring Human Resource Management Practices in Nonprofit Sport Organisations

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