Shaina M. Dabbs, Jeffrey A. Graham, and Marlene A. Dixon
of scholars have argued, organizations can no longer rely on “one-size-fits-all” models of human resource management and career development ( Berg et al., 2013 ; Cabrera, 2009 ; Darcy et al., 2012 ; Dixon & Warner, 2010 ; Fried et al., 2007 ; Sullivan & Mainiero, 2007 , 2008 ; Shaw & Leberman
Ted Hayduk III and Matt Walker
– 652 . Guerci , M. , Montanari , F. , Scapolan , A. , & Epifanio , A. ( 2016 ). Green and nongreen recruitment practices for attracting job applicants: Exploring independent and interactive effects . International Journal of Human Resource Management, 27 ( 2 ), 129 – 150 . doi:10
Lilian Pichot, Gary Tribou, and Norm O’Reilly
Successful sponsorship activities in sport often rely on the integration of relationship marketing, internal marketing, external corporate promotion, and strategic management. Although traditional marketing objectives such as brand integration and consumer targeting remain key components of promotional activities in sport, the use of sport sponsorship in today’s environment increasingly implicates personnel issues in the both the sponsor and the sponsee. In fact, sport sponsorship has become a useful tool for some sponsors and sponsees who seek to motivate and involve their employees more in company activities. Therefore, the focus of this commentary is on the internal-communication and human-resources management functions involved in sport sponsorship decisions. The use of mini-case analyses and a dual-perspective (external and internal objectives) approach allows for informed discussion, and suggestions are made for future research.
South African society is a complex mix of first- and third-world components. Urgent socio-economic and political problems must be addressed to avoid chaos. Sport may be a key factor in bringing about change. Sport training strategies should form an integral part of affirmative action and sport development programs in South Africa. The overall aim of this research was to develop a structured scientific approach to the training and development of human resources in South African sport. The research was conducted in four phases over a 2-year period. The aims of the respective phases were to determine the current standard and scope of sport management in black developing townships, to compile a profile of competencies and training needs of sport managers, to develop an in-service training model for the aforementioned sport managers, and to design a comprehensive sport development strategy for South African sport. Research methodologies included questionnaires on general and functional managerial variables and training needs, content analysis of job descriptions, and personal interviews. Results revealed an insufficient standard of sport management in developing townships. A competency-based training and development model was proposed and positioned in an overall strategy for sport development in South Africa.
Lynley Ingerson and Michael L. Naraine
In early 2018, Cricket Australia, the national governing body for cricket in Australia, experienced a critical incident when men’s national test athletes were caught in a ball tampering scandal known as “Sandpaper-gate.” As the “custodians of the game,” integrity and culture are extremely important, and the incident was the catalyst for the organization to hire a new Integrity Manager. This case study concentrates on the story of Patrick Murphy, the new, fictitious hire at Cricket Australia tasked with helping to rebuild the organization’s ethical culture. After learning of Patrick’s past sport experiences, the narrative reveals additional non-fictitious elements that have emanated over the course of the past few years, which are affecting the organization’s present culture. After learning about the doping, human resource management, sex and diversity, and athlete management issues, Patrick is tasked with performing a culture audit and reporting back to his superiors. This case study offers a contemporary context in which to discuss ethics and culture in sport, notably from a large, non-North American sport organization.
Jeffrey Graham and Sylvia Trendafilova
This case challenges future sport managers to consider the importance of organizational structure and the impact structure has on job performance and motivation. In the case, students are presented with a university ticket sales department with a traditionally tall bureaucratic organizational structure. In 2014, the department struggled with poor performance, high turnover, and low levels of employee morale. However, the department took drastic steps and adopted an organizational structure that is based on the idea of self-managed teams. Now in 2016 the department is undergoing a thorough evaluation to see whether the organizational change made two years ago has had a positive impact. Even though the case uses a fictional university (i.e., Western Field University), the issues and challenges involved in changing an organizational structure, motivating employees, and leading change stem from real-world situations. The case contains ticket sales data, employee turnover information, and sample quotes from employees that aid in the analysis. This case is intended for use in human resource management classes, but it also has implications for organizational behavior or leadership courses.
Patti Millar and Julie Stevens
employee training and organizational development as a means to address changing environmental pressures and opportunities ( Bell-Laroche et al., 2014 ; Yeh & Taylor, 2008 ). However, despite consensus that training and development is an integral part of human resource management ( Taylor et al., 2015
Stephen Frawley, Daniel Favaloro, and Nico Schulenkorf
. , Doherty , A. , & McGraw , P. ( 2008 ). Managing people in sport organizations: A strategic human resource management perspective . Oxford, UK : Butterworth-Heinemann . Taylor , T. , & McGraw , P. ( 2004 ). Succession management practices in Australian organisations . International Journal of
Erianne A. Weight, Elizabeth Taylor, Matt R. Huml, and Marlene A. Dixon
health and well-being, autonomy, inclusivity, opportunities for growth, and work–life balance ( Dixon & Bruening, 2007 ). Approaches to development and support can vary widely in form, but include tactics such as human resource management policies and practices, supervisor support, career counseling