ABSTRACT
Human resources in sport facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Human resource practices in sport facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Creating human resource manuals for sport facilities . . . . . . . . . . . . . . . . . . . . . . . . 99
Chapter review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
This chapter takes a look at the increased growth, interest, and complexity in human resource management in sport facilities, with significant emphasis on managerial competencies, the strategic importance of human resource management, and the implications of legislative, governance and ethical issues in terms of employees, volunteers, and customers of sport facilities. This emphasis will be accomplished by understanding individual differences in abilities, personalities, values and motivations inherent in each group, and how to manage those groups strategically through managing human resources (including human capital management and leadership); the integration of strategic human resource management, with special focus on knowledge management; employment of personnel practices including job analysis and design, recruitment and selection of personnel, and orientation, training, and development of new personnel; and performance management focusing on appraisal systems; reward systems, promotions/succession management, and termination processes. The end of this chapter will focus on the development of and inclusions for a sport facility human resources manual.
