Management of human resources in a sports organization from the point of view of employees

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Management of human resources in a sports organization from the point of view of employees

Lekavicius, Tomas

Lithuanian Sports University (Kaunas, Lithuania)

Abstract

Keywords: sports organization, human resources, management.

Лякавичюс, Томас - магістрант програми Менеджмент туризму і спорту Литовського університету спорту (Литва, Каунас)

Управління людськими ресурсами в спортивній організації з точки зору співробітників

Анотація

Актуальність даного дослідження. управління людськими ресурсами в спортивній організації допомагає досягти цілей організації, реалізувати місію і завдання в оптимальних умовах. У спортивній організації управління людськими ресурсами пов'язане не лише із забезпеченням ефективних кадрів, але із спортивними досягненнями адресатів спортивних послуг, уславленням спортивної організації. Важливо, щоб управління людськими ресурсами було інтегровано у стратегічні плани організації. Значення управління людськими ресурсами спортивних організацій аналізується досить широко, але зміни обставин визначають зміни в управлінні людськими ресурсами, які проявляються в необхідності нових управлінських компетенцій і сучасних методів управління в спортивних організаціях. Мета дослідження - обговоривши суть управління людськими ресурсами і визначальні чинники, визначити напрями розвитку управління людськими ресурсами в спортивно-оздоровчому центрі з точки зору співробітників. Методи дослідження: аналіз і узагальнення наукової літератури, анкетування, статистичний аналіз даних. Результат дослідження. Стратегічне управління організаціями об'єднує стратегічні цілі управління людськими ресурсами, зміст яких охоплює відбір людських ресурсів, що відповідають необхідним компетенціям, цілеспрямоване навчання і підвищення компетенцій, мотивуючу оцінку, лідерство керівників, створення командної роботи і комунікацію. Це гарантує ефективне управління спортивною організацією, досягши цілей організації і реалізації ролі організації. Результати засвідчили, що існує необхідність в розвитку управління людськими ресурсами в організації. Найбільші прогалини були виявлені в сферах навчання, підвищення кваліфікації і оплати праці, а також виявлені недоліки в системі мотивації.

Ключові слова: спортивна організація, людські ресурси, менеджмент.

Лякавичюс, Томас - магистрант программы менеджмент туризма и спорта Литовского университета спорта (Литва, Каунас)

Управление людскими ресурсами в спортивной организации с точки зрения сотрудников

human resources sports employees

Актуальность данного исследования. Управление человеческими ресурсами в спортивной организации помогает достичь целей организации, реализовать миссию и задачи в оптимальных условиях. В спортивной организации управление человеческими ресурсами связано не только с обеспечением эффективных кадров, но и со спортивными достижениями получателей спортивных услуг, прославлением спортивной организации. Важно чтобы управление человеческими ресурсами было интегрированно в стратегические планы организации. Значение управления человеческими ресурсами спортивных организаций анализируется достаточно широко, но изменения обстоятельств определяют изменения в управлении человеческими ресурсами, которые проявляются в необходимости новых управленческих компетенций и современных методов управления в спортивных организациях. Цель исследования - обсудив сущность управления человеческими ресурсами и определяющие факторы, определить направления развития управления человеческими ресурсами в спортивно-оздоровительном центре с точки зрения сотрудников. Методы исследования: анализ и обобщение научной литературы, анкетирование, статистический анализ данных. Результат исследования. Стратегическое управление организациями объединяет стратегические цели управления человеческими ресурсами, содержание которых охватывает отбор человеческих ресурсов, соответствующих необходимым компетенциям, целенаправленное обучение и повышение компетенций, мотивирующую оценку, лидерство руководителей, создание командной работы и коммуникацию. Это гарантирует эффективное управление спортивной организацией при достижении целей организации и реализации роли организации. Результаты показали, что существует необходимость в развитии управления человеческими ресурсами в организации. Наибольшие пробелы были выявлены в сферах обучения, повышения квалификации и оплаты труда, а также выявлены недостатки в системе мотивации.

Ключевые слова: спортивная организация, человеческие ресурсы, менеджмент.

Introduction

Sport is a widely spread phenomenon, being able to increase human energy and concentrate financial, material resources which can be difficulty compared with the resources of other areas of social life. Management of sports organizations is influenced and determined by the correspondence and requirements, rising from documents issued by international organizations which have authorisations in this area. Organizational development is basically considered the strategy on purpose of increasing organisational effectiveness when establishing the changes in all areas of organization's activity. A sports organization is <<a social subject acting in sports industry and directing its activity towards the objective, with consciously structured activity system and quite easily established limit>>[14]. According to Byers et al. [4]. sports organizations "objective is oriented towards consciously structured activity system and quite easily established limit; it is a social formation which was created by the individuals and which are supervised for a specific purpose - prepare, train sportsmen; it is a united team which collaborates when achieving the agreed objective or tasks". Management of sports organizations cannot be created not using the methods which could help going deeper into rational usage of human resources, encouragement of human creativity, optimisation and standardised decision making as well as management of all functions. Effective management methods, intended for using tools and instruments, economic factor, increase of workforce, more efficient sports activities, achievement of objectives and right decision making are the problems which can arise in organization, greater integration in sports organization is what increases satisfaction with work.

Research methodology

The objective of the research is to establish the factors determining human resource management in the point of view of the employees of sports and recreation centre. The aim of the study - after discussing the essence of human resource management and determining factors, to establish the directions of human resource management development in sports and recreation centre in the point of view of the employees. Research object - human resource management. Research tasks: to describe the theoretical conception of human resource management and the factors conditioning the to establish the direction of development of human resource management in sports and recreation centre in the point of view of the employees. Research problem is raised with the question of how human resource management is assessed in sports and recreation centre in the point of view of the employees and what areas should be developed on purpose of achieving suitable system of human resource management. Research strategy and logics. Quantitative research strategy is used for the accomplishment of the research, a questionnaire was prepared for that purpose. Verbal permission was received from the head of the institution for performing the questioning of employees. The questioning was performed in the sports and recreation centre by distributing paper printed questionnaires. The research instrument was formed of 64 close- type questions and 1 open-type question which covers seven scales of the research: selection and employment; adaptation; appreciation of employees; work payment; training and development; work safety and hygienic requirements; motivation; formation of favourable climate and work relations. Nine questions are given in the questionnaire to establish the directions of development of the centre's human resource management and five demographic questions are presented as the Research instrument, prepared with reference to the theoretical and empirical insights of Lobanova (2015a, 2015b), Surujlal and Mafini (2011), Zeng and Hu, (2017), Iconomescu et al., (2014), human resource management; to analyse the specific nature of human resource management in sports organisations;

Coordination of strategic management and human resource management methods helps the organisation adapting to new competitiveness conditions, using the advantages provided by modern science and technologies, and achieving long-term balanced corporative objectives [11]. According to Juodeikaite, Fominienes (2016), main elements of the strategy of human resource management are formed of: planning of the need for human resources; wage and employees' motivation; assessment of human resources and the environment as well as employee training and qualification raising. All these elements have influence on the changes of human resources; they have to be assessed on purpose of managing them. Human resource management is an integrated process which cannot act separately and has to agree with the organization's strategy, and has to assess the environmental factors. This has to be a regular process on purpose of guaranteeing effective implementation of human resource management functions, at the same time guaranteeing the implementation of the organisation's objectives and creating long-term competitive advantage of the whole organization [21].

Academic literature analyses the peculiarities of sports organisation management [18] and significance of the development of this management to the quality of services [26], influence of professionalism of personnel management on the results of sports organisations' activity [30], significance of strategic planning in the activity of sports organizations [32], influence of institutional changes on the activity of sports organizations [13], the influence of gender differences in sports organizations' management [2]. According to Covell et al. (2007), sports organizations exist to perform the tasks which can be performed only in the way of collaboration, and sports management is responsible for the activity and success of these organizations. The area of sports management exists as a response to the increasing demand of the consumers for sports products and services, which reach billions in the whole world every year. As it could be expected, in several last decades, sport has had influence on various social, cultural and economic aspects [31].

Leisure sport has become the biggest source of income for sports organizations not taking the sector, to which it belongs, into consideration: public, private profit or non-profit organization. Increasing interest in sport increased the value of income. According to Brindescu (2009), previously, specialists and researchers, thinking that sales in the market is not related with sports consumption, believe that the income increased because of sport. In present environment, sports organizations have to be managed like any other business organizations which cover the management of many business functions, including human resources. Billing (1985) states that human resources make the main resource of any organizations. According to Slack (1997), the efficiency of sports organization is greatly influenced by how it uses its human resources. The function of human resource management in sports organizations today is more integrated and oriented towards the strategy. This corresponds to Chadwick's (2009) argument that sports management and structuring has to pay more attention to advanced, active and strategic management. According to Sobreiro et al. (2018), the assumptions are created in the strategy which should reflect the sports organization and the environment surrounding it. It is important to foresee the difficulties which can arise when implementing the strategy, and to define the necessary resources (including financial and human). It would be purposeful to provide the action plan when achieving the planned results and referring to the following factors [32]:

* Organization's mission and vision.

* Establishment of strategic objectives.

* The parties concerned which are able to affect or which can be affected when implementing the strategy.

* Business possibilities, peculiarity of organization's activity, processes, personnel's skills, information technologies.

* Assessment of concern and objectives of the parties concerned: to establish the problems or dissatisfaction of the parties concerned with the organization.

* Establishment of improvement priorities: referring to the analysis of existing resources, assessment, anticipating the priorities of organizational activity improvement.

* Definition of the action plan: based on assessment and analysis, establishment of improvement directions, new business possibilities.

According to Chelladurai (1999), there are three different groups of people which form human resources in sports organizations, i.e. paid professional employees, volunteers and customers. The head leader performs the decisive role in modern sports world by providing his/her knowledge and possibilities for achieving organizational objectives, achieving quality and satisfying the needs of members and market. Professional sports trainer is among paid professional employees. A professional sports trainer provides an important service - training. This service cannot be provided if no customers participate, i.e. sportsmen or players. As the survival of a sports organization depends on its customers, it is very important to effectively manage the trainers. Goslin (1996) indicates that professional trainers should be properly prepared for providing sport services otherwise sport can lose possible effect of social stabilizer. According to Judge & Piccolo (2004), O'Reilly, et. al. (2010), the management has to efficiently react to new needs of organizations: innovations, cultural variety, work- based knowledge, communication and work groups. Work groups play the main role in organizations, and management is necessary on purpose of guaranteeing the efficiency of these teams.

Day et al. (2004) state that team guidance can be understood in two ways. First, leadership is understood as attributes (abilities and behaviour), which are brought into the team by the members, for example, charisma, etc. Attributes have influence on group's processes and results. Second, leadership is understood as the results of group processes (group learning), facilitating the adaptation of work team and performance in various stages of development. Both attitudes are necessary on purpose of understanding the leadership of the team.

Organizations' employees can be motivated not only by work payment, but also by respectful relations with the head, colleagues, acceptability of organization's values, communication and collaboration in the organization, harmony of the collectives, career possibilities. On purpose of achieving efficiency, it is important that organization's motivation system works effectively, motivation measures are suitable, the criteria of selection of motivation measures are clear and known to all employees. A separate block in the questionnaire was intended for the assessment of these aspects. The descriptive statistics of the statements of employee motivation block is presented in Table 1.

Table 1. Descriptive statistics of the statements of employee motivation block