ABSTRACT
Developing human resources to address integrity concerns arising from drugs in sport represents a significant and ongoing challenge for sports managers. Conventional thinking on the interaction between integrity management and human resource management (HRM) tends to concentrate on individual behaviour. These front line HRM responses to integrity typically include some combination of referral to managers to make integrity judgements, employing people deemed to have integrity and promoting Codes of Conduct (e.g. Jamali & El Dirani, 2013). Experience with integrity management in the public sector suggests that individually focused HRM activity needs to be supported by broader integrity systems (Six & Lawton, 2013). Such systems can be developed by considering how HRM can improve integrity management in sport by drawing on work linking corporate social responsibility (CSR) with strategic HRM (Barrena-Martinez, López-Fernández, & Romero-Fernández, 2011; Jamali, El Dirani, & Harwood, 2015; Morgeson, Aguinis, Waldman, & Siegel, 2013). The discussion of how strategic HRM can help shape responses to integrity concerns arising from managing drugs in sport examines the roles of collective bargaining, performance and incentive structures associated with employment contracts (athletes and support personnel), investment in education and the influence of managing drugs in sport on the integrity of professionals. As a result, HRM can make a significant contribution to integrity management and managing drugs in sport by developing systems that support behaviour consistent with rules-and values-based expectations.
