ABSTRACT
This chapter reviews the traditional human resource management model of sport volunteer management as well as discussing emerging aspects of how organisations interact and support their volunteers. It examines the application of human resource management (HRM) principles to the management of sport volunteers who are increasingly being viewed as a workforce and managed as a resource to facilitate the development and delivery of sport programmes and services. The chapter explores the application of HRM principles and practices to the management of sport volunteers as recommended by government sport agencies and many national governing bodies in sport. From a strategic perspective volunteers represent the human capital necessary for the achievement of long-term organisational goals. However, it has long been recognised that there is an underlying tension in applying HRM practices to the management of sport volunteers.
