Human resource management in sport and recreation

The second edition of this ground-breaking text continues to guide students toward a greater understanding of human resource management in the sport and recreation environment. Human Resource Management in Sport and Recreation, Second Edition, provides future practitioners with a solid foundation in research and application of human resource management for success in the sport industry.

With more than 30 years of experience in management of human resources, Dr. Packianathan Chelladurai provides an understanding of the dynamics of human resources and management, bringing into focus the three divergent groups of people who constitute human resources in sport and recreation organizations: paid professional workers, volunteers, and the clients themselves. Dr. Chelladurai goes on to match managerial processes with individual differences among those three groups.

Human Resource Management in Sport and Recreation, Second Edition, merges the fields of human resource management and the sport industry in an easy-to-read manner. Its updated references, examples, and studies reflect the increased growth, interest, and complexity in human resource management in sport in recent years. This new edition places a greater emphasis on managerial competencies, the strategic importance of human resource management, and the implications of organizational justice. There is also a new chapter on internal marketing, a concept that has not been addressed adequately in a sport context but deserves attention as sport and recreation organizations better understand the importance of human resource management. This new chapter details the potential impact of internal marketing and outlines its uses.

Student comprehension is aided by several special elements, including "Viewpoint" sidebars providing quotes and findings from experts and researchers, "Review" sidebars highlighting key points, and practical sidebars detailing applications of research or problems that practitioners must be aware of. The book also includes learning objectives, summaries, key terms, and end-of-chapter activities.

Part I outlines the unique and common characteristics of the three groups in human resources. Part II focuses on differences among people and how the differences affect behavior in sport and recreation organizations. This part covers human resource issues related to abilities, personality, values, and motivation among the three sets. Part III explores significant organizational processes in the management of human resources. Included are chapters on organizational justice, job design, staffing and career considerations, leadership, performance appraisal, reward systems, and internal marketing. Finally, part IV discusses two significant outcomes expected of human resource practices: satisfaction and commitment.

Human Resource Management in Sport and Recreation, Second Edition, will guide students' understanding of key concepts in human resources in the sport and recreation industry. In doing so, it will prepare them for a career in that industry.

Author Notes

Packianathan Chelladurai, PhD, is a professor in the School of Physical Activity and Educational Services at Ohio State University. Widely recognized as a leader in the field of sport management, Chelladurai has taught human resource management in sport and recreation for the past 30 years in both Canada and the United States. He is the author of three books, including Sport Management: Macro Perspectives, which was the first book to apply organizational theory to sport management. He has also written more than 80 journal articles and 21 book chapters. His writings on leadership and decision making are particularly well known; perhaps best known is his Leadership Scale for Sports (LSS), which has been translated into more than 15 languages. In 1991 he served as editor of the Journal of Sport Management. He is a founding member of the North American Society for Sport Management (NASSM) and the European Association of Sport Management and is a member the Academy of Management.

Chelladurai received an MASc and a PhD in management science from the University of Waterloo. In 1990 the American Academy of Kinesiology and Physical Education elected him as a corresponding fellow of the academy. In 1991 he was the first recipient of NASSM's most prestigious honor, the Earle F. Zeigler Award. In 2005, the European Association of Sport Management bestowed on him its first-ever Award of Merit for Distinguished Services to Sport Management Education. Chelladurai's favorite leisure activities are tennis and bridge.

Preface	p. ix
Acknowledgments	p. xi
Introduction: Significance of Human Resources	p. xiii
Part I Human Resources in Sport and Recreation	p. 1
Chapter 1 Volunteers and Volunteerism	p. 3
The Need for Volunteerism	p. 4
Voluntary Organizations	p. 9
People Who Volunteer	p. 12
Why People Volunteer	p. 14
Altruism and Volunteerism	p. 16
Chapter 2 Professionals and Professionalism	p. 21
Characteristics of a Profession	p. 22
Process of Professionalization	p. 23
Semiprofessions, Mimic Professions, and Deprofessionalization	p. 25
Professional Status of Sport Management and Sport and Recreation Services	p. 26
Professionalism and Volunteerism	p. 31
Chapter 3 Clients As Human Resources	p. 37
Customer As Input, Throughput, and Output	p. 38
Customer Participation in Sport and Recreation Services	p. 39
Client Motives for Participation	p. 40
Client Motivation and Sport Management	p. 42
Part II Individual Differences in Human Resources	p. 47
Chapter 4 Abilities	p. 49
Issues Over Ability	p. 51
Cognitive Abilities	p. 52
Emotional Intelligence	p. 56
Psychomotor Abilities	p. 57
Chapter 5 Personality	p. 65
Determinants of Personality	p. 66
Type Theories	p. 68
Trait Theories	p. 69
Personality and Organizational Behavior	p. 72
Chapter 6 Values	p. 83
Values, Beliefs, Attitudes, and Norms	p. 84
Sources of Values	p. 87
Terminal and Instrumental Values	p. 87
Hierarchy of Values	p. 88
Value Types	p. 89
Functions of Values	p. 91
Values in Organizations	p. 93
American Values and Sport	p. 96
Chapter 7 Motivation	p. 99
A Model of Motivation	p. 102
Motivation As Personal Investment	p. 113
Part III Human Resource Practices	p. 119
Chapter 8 Organizational Justice	p. 121
Distributive Justice	p. 124
Procedural Justice	p. 132
Interactional Justice	p. 133
Chapter 9 Job Design	p. 137
Job Enrichment	p. 139
Task Attributes	p. 141
Motivational Properties of Tasks	p. 146
Implementing Task Attributes	p. 150
Task Attributes and Individual Differences	p. 152
Other Approaches to Job Design	p. 154
Task Dependence, Coordination, and Variability	p. 155
Chapter 10 Staffing and Career Considerations	p. 163
Purposes of Staffing	p. 164
Focus of Staffing	p. 164
Matching People and Jobs	p. 169
Psychological Contract	p. 177
Career Considerations	p. 178
Mentoring	p. 183
Chapter 11 Leadership	p. 189
Leader Behavior	p. 191
Multidimensional Model of Leadership	p. 193
Transformational and Transactional Leadership	p. 201
Leadership and Decision Making	p. 205
Decision Styles	p. 207
Problem Attributes	p. 208
Chapter 12 Performance Appraisal	p. 211
Purposes of Performance Appraisal	p. 212
What Should Be Evaluated	p. 214
When to Conduct Performance Appraisal	p. 223
Who Should Do the Appraisal	p. 224
Errors in Rating	p. 225
Chapter 13 Reward Systems	p. 231
Purposes of Reward Systems	p. 232
Types of Rewards	p. 233
Bases of Rewards	p. 239
Reward Systems and Member Preferences	p. 242
Chapter 14 Internal Marketing	p. 245
Production and Marketing of Products	p. 247
Triangle of Marketing	p. 248
Definition of Internal Marketing	p. 249
Process Versus People Orientation in Internal Marketing	p. 250
Marketing Principles in Internal Operations	p. 252
Internal Marketing As a Tool for Change	p. 255
Internal Marketing and Human Resource Management	p. 256
Marketing Department Versus Marketing Functions	p. 258
Issues in Internal Marketing	p. 259
Part IV Attitudinal Outcomes	p. 261
Chapter 15 Satisfaction	p. 263
Theories of Job Satisfaction	p. 266
Satisfaction With Volunteer Work	p. 270
Participant Satisfaction	p. 272
Measurement of Satisfaction	p. 276
Chapter 16 Commitment	p. 283
Multidimensionality of Organizational Commitment	p. 286
Occupational Commitment	p. 290
Development and Effects of Organizational Commitment	p. 291
Correlates of Organizational Commitment	p. 294
Conclusion: Founding and Guiding Themes	p. 299
Appendix	p. 313
References	p. 315
Index	p. 331
About the Author	p. 341

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