HR and recruiting in sports is a broad phrase that encompasses three particular areas: recruitment, retention, and development.
Practices like recruiting, selection, and assessment are examples of this. The coach is often responsible for carrying out these duties, which are frequently performed in combination with the sports manager or director of athletics in smaller companies and institutions respectively.
The development of human resource practices is guided by the establishment of resource policies. However, although few non-profit sports organisations would employ a professional human resource management manager, these practises and rules must be adhered to in order for a sporting organisation to function as an effective team and preserve a competitive advantage. HRM functions are carried out by the sports manager or, in the case of schools, the athletic director, in the vast majority of companies.
There is a broad variety of responsibilities for these jobs. These tasks include anything from maintaining the smooth operation of an organization’s network of coaches, volunteers, and athletes, to acting as a mediator in conflicts and managing the operations of the organization. Ensuring that the policies and philosophy of the company are put into action is their responsibility.
Third, philosophical frameworks that outline the ideals that guide an organization’s policies and activities are defined. The decisions on school policies are made in collaboration with a number of stakeholders, such as NAPSE, the school board, and the faculty.
To determine the relationship between HRM systems and the effectiveness of non-profit sports organizations, a case study on HRM was conducted by academics (Dr. Marlene A. Dixon from the University of Texas, Dr. Raymond A. Noe, and Dr. Donna L. Pastore, both from The Ohio State University) and was published in Human Resource Management. The findings of the research revealed a link between good human resource management techniques and competitive advantages for sports firms.
The Study’s Overarching Framework
According to human capital theory, four requirements must be satisfied before human resource management systems may provide a competitive advantage:
1. Human resources must contribute to the success of the manufacturing process. In the case of sport, this is self-evident since the product is human performance, which is the case.
Secondly, the organization’s human resource has to possess abilities that are difficult to find. Sports organizations are founded on the unique abilities of their coaches and players, and every organization strives to attract and retain the greatest available talent in their respective sports.
It is essential for companies to manage human capital investments in a manner that they cannot be readily copied by rivals.
In the case of NCCA Division I at Penn State University, a study discovered that it was not only the athletes, who were replaced every four years, but also the investments (both financial and human) made in the wider departmental staff, which included coaches, sport managers, media personnel, and administration employees, that gave Penn State its competitive edge.
The methods that were employed in the investigation.
The case study used survey approaches to collect data from 405 Division III colleges in the National Collegiate Athletic Organization (NCAA), which together represented around 136,000 student-athletes. Division III was selected because it is the biggest Division, and as a result, it encompasses a broader spectrum of schools, both in terms of their athletic objectives and their academic purposes, than Division I does. The resource structure of Division III sports organisations is more closely aligned with that of other non-profit sports organisations, such as high schools and community sports clubs, which means that the results are more broadly applicable than if the research had been confined to Division I.
The number of points won in the Sears Directors’ Cup final rankings was utilized as the performance indicator in this research, and it was defined as follows: In order to earn points in the Sears Cup Standings, a school must advance to the national championship in their sport. Schools that received 300 or more points were deemed strong performers, schools that received 50-299 points were called moderate performers, and schools that received 0-49 points were labelled poor performers.
Athletic directors, who are responsible for human resource management at their respective schools, were invited to participate in a survey that focused on the practice of HRM rather than on HRM policy. Also questioned was how important they thought it was for their school to win the Sears Cup, which was a secondary objective. It was cited as an important aim by every single respondent to the letter (47 per cent of those who answered). They were also given an index that could be used to determine the amount of complexity in human resource management in their respective departments.
Read More: Cost-benefit analysis of the sports industry
The Findings of the Case Study
The research clearly showed that schools with better levels of human resource management practice had higher levels of athletic accomplishment, but only to a certain extent. The difference between the lowest HRM group and the below-average group was determined to be statistically significant. This shows that schools with a low level of commitment to human resource management techniques may be able to considerably improve their performance by improving their human resource management procedures.
However, because of the expenses associated with implementing new practices, it is possible that the adoption of new practices will only improve performance up to a certain extent. Furthermore, because sports organisations have a variety of objectives, including winning championships, student health and well-being, and extracurricular programmes, the human resource management required to support these objectives and policies must be more diverse than in many for-profit organisations. Furthermore, there is a wide range of availability and understanding of human resource management resources among non-profit sports groups. All of these considerations will have an impact on the implementation of human resource management in these firms.
No one can deny that people are a vital resource for any business, and our research confirms that this is true. However, people are even more valuable in athletic organisations. Those organisations that use human resource management techniques and policies to support and grow their human capital will surely have a larger potential to improve performance and get a competitive advantage over their rivals.