Human resource management in sport and recreation / Packianathan Chelladurai, Shannon Kerwin.

Human Resource Management in Sport and Recreation, Third Edition, provides current and future practitioners with a solid foundation in research and application of human resource management in the sport and recreation industries. The third edition prepares students for success by 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. Packianathan Chelladurai, pioneer in the field of sport management, continues to bring his expertise to this edition; he is joined by new coauthor Dr. Shannon Kerwin, an active researcher in organizational behavior and human resource management in sport. With more than 50 collective years of experience in teaching management of human resources, Chelladurai and Kerwin synthesize the core dynamics of human resources and the management of these resources as well as the role of the sport and recreation manager. The third edition's updated references, examples, and studies reflect the increased growth, interest, and complexity in human resource management in recreation and sport in recent years. Additional enhancements of the third edition include the following: A new opening chapter on the significance of human resources describes consumer services, professional services, and human services and provides a model for the subsequent chapters; A greater emphasis is placed on recruitment and training as an essential component of success; New "Technology in Human Resource Management" and "Diversity Management of Human Resources" sidebars connect theory to practice for sport managers as they confront contemporary issues in the workplace; Case studies at the end of each chapter help students apply concepts from the chapter to real-world scenarios. In addition, updated pedagogical aids include learning objectives, summaries, lists of key terms, comprehension questions, and discussion questions to guide student learning through each chapter. Sidebars throughout the text provide applied concepts, highlight relevant research, and offer digestible takeaways. Organized into four parts, the text begins by outlining the unique and common characteristics of the three groups of human resources in sport and recreation. Part II focuses on differences in people and how the differences affect behavior in sport and recreation organizations. In part III, readers explore significant organizational processes in the management of human resources. Part IV discusses two significant outcomes expected of human resource practices: satisfaction and commitment. Finally, a conclusion synthesizes information and presents a set of founding and guiding themes. Human Resource Management in Sport and Recreation, Third Edition, explains essential concepts in human resources in the sport and recreation industries. The authors present a clear and concise treatise on the critical aspects of management of human resources within sport and recreational organizations to help aspiring and current professionals maximize their potential in the field.

Online resource; description from publisher's metadata and print version record (viewed on 4 February 2020).

Includes bibliographical references.

Part I. Human Resources in Sport and Recreation -- Chapter 1. Significance of Human Resources ; Service Operations ; Sport and Recreation Services ; Paid and Volunteer Workers ; Clients as Human Resources ; A Model of Human Resource Management ; Chapter Pursuits -- Chapter 2. Volunteers and Volunteerism ; The Need for Volunteerism ; Voluntary Organizations ; People Who Volunteer ; Why People Volunteer ; Altruism and Volunteerism ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 3. Professionals and Professionalism ; Original Definition of a Profession ; Process of Professionalization ; Semiprofessions, Mimic Professions, and Deprofessionalization ; Professional Status of Sport Management ; Professionalism and Volunteerism ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 4. Clients as Human Resources ; Customer as Input, Throughput, and Output ; Customer Participation in Sport and Recreation Services ; Client Motives for Participation ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Part II. Individual Differences in Human Resources -- Chapter 5. Abilities ; Issues Over Ability ; Cognitive Abilities ; Emotional Intelligence ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 6. Personality ; Determinants of Personality ; Type Theories ; Trait Theories ; Personality and Organizational Behavior ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 7. Values ; Values, Beliefs, Attitudes, and Norms ; Sources of Values ; Terminal and Instrumental Values ; Hierarchy of Values ; Value Types ; Functions of Values ; Values in Organizations ; National Values and Sport ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 8. Motivation ; A Model of Motivation ; Other Theories of Motivation ; Motivation as Personal Investment ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Part III. Human Resource Practices -- Chapter 9. Organizational Justice ; Distributive Justice ; Procedural Justice ; Interactional Justice ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 10. Job Design ; Job Design Strategies ; Task Attributes ; Motivational Properties of Tasks ; Implementing Task Attributes ; Task Attributes and Individual Differences ; Other Approaches to Job Design ; Task Dependence, Coordination, and Variability ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 11. Staffing and Career Considerations ; Purposes of Staffing ; Focus of Staffing ; Matching People and Jobs ; Psychological Contract ; Career Considerations ; Mentoring ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 12. Leadership ; Leader Behavior ; Multidimensional Model of Leadership ; Transformational, Transactional, Servant, and Authentic Leadership ; Leadership and Decision Making ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 13. Performance Appraisal ; Purposes of Performance Appraisal ; What Should Be Evaluated ; When to Conduct Performance Appraisal ; Who Should Do the Appraisal ; Errors in Rating ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 14. Reward Systems ; Purposes of Reward Systems ; Types of Rewards ; Bases of Rewards ; Reward Systems and Member Preferences ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 15. Internal Marketing ; Forms of Marketing ; Process Versus People Orientation in Internal Marketing ; Marketing Principles in Internal Operations ; Functions of Internal Marketing ; Issues in Internal Marketing ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Part IV. Attitudinal Outcomes -- Chapter 16. Satisfaction ; Theories of Job Satisfaction ; Satisfaction With Volunteer Work ; Participant Satisfaction ; Measurement of Satisfaction ; Role of the Sport or Recreation Manager ; Chapter Pursuits -- Chapter 17. Commitment ; Multidimensionality of Organizational Commitment ; Occupational Commitment ; Development and Effects of Organizational Commitment ; Correlates of Organizational Commitment ; Role of the Sport or Recreation Manager ; Chapter Pursuits.