The sport and leisure sectors possess unique characteristics that pose particular challenges for managers and human resource professionals. The age profile of workers, seasonality, the pressure to achieve short-term results, media intrusion, wide differences in pay between elite and community levels, and the importance of competition and consumer (fan) behaviour, all combine to set sport and leisure apart from 'mainstream' business and management. Human Resource Management in the Sport and Leisure Industry is a comprehensive and accessible introduction to HRM in sport and leisure that examines these challenges in the context of organisational structure, systems, and individual and group behaviour, encouraging the reader to develop a strategic approach to HRM, and emphasising the importance of reflective professional practice.
The book explores the full range of key issues, themes and concepts in contemporary HRM, including:
the labour market in sport and leisure
personal skills in HRM
recruitment and selection
learning, training and development
evaluation and performance appraisal
coaching and mentorship.
Covering private, public and voluntary contexts, the book includes a wide range of examples and cases from the real world of sport and leisure management. Each chapter also includes highlighted definitions of key concepts, review questions, summaries and learning objectives, to guide student learning and help managers develop their professional skills. Effective human resource management and development is essential for business success, and this book is therefore important reading for any student or professional working in sport and leisure management.
Chris Wolsey is Principal Lecturer in the Carnegie Faculty of Leeds Metropolitan University. He has held several management and leadership positions including Carnegie Postgraduate Scheme Leader, Director of Undergraduate Studies, Leisure Studies Route Leader and various under/postgraduate course leaderships. In addition he has worked with both BTEC and SkillsActive on the development of national level sport and leisure related qualifications. Sue Minten is Senior Lecturer in the School of Sport, Tourism and the Outdoors at the University of Central Lancashire. She has held management and leadership roles in both the sport industry and higher education. Jeffrey Abrams is Subject Group Head for Sport Management and Development at Leeds Metropolitan University. Before becoming a full-time academic, he spent many years as a senior manager in the sport and leisure industry, both in community leisure and in facility management. He also taught physical education in the US.
Introduction 1. Human Resource Management in the Sport and Leisure Industry 2. The Market for Labour in Leisure & Sport 3. Organisational Structure and Culture 4. Individual and Group Behaviour 5. The Changing Nature of Sport Management and the Personal Skills Required for Sport Managers 6. Recruitment and Selection in Sport and Leisure 7. Learning, Training and Development 8. Evaluation and Performance Appraisal in Sport and Leisure Organisations 9. Organisational Development and the Management of Change 10. Coaching, Mentorship and the Learning Organisation