P.S I will be providing all the journal references via email (3 different email as the files are too big) to : keith@researchservicesprovider.com Journal Module : (Human Resource) Introduction Again, it is people that make events and sport work. Without them there is nothing to manage. Once you have determined what the goals of your event, club, or other organization are (through the strategic planning process), you will need people to carry out certain roles to meet those goals. This module looks at models of human resource management (see the Frisby and Kikulus reading), the standard procedures for making and keeping people part of your organisation, and the conceptual elements of this management role. Realise that you will learn much more than is often required in the real world. While this might make this material (in fact the whole program) seem unnecessary, it will provide you with a perspective and a conceptual model with which to view and operate in the world of sport and event management. This module is the meat of the course. That is, it covers the basic concepts and tools you need to be an effective human resource manager. How you work with people is another issue. This is something I will look for in your comments and attitudes in your critical reflection journals. In the end, human relations are by definition political relations, so be aware of this and be a critical, but effective manager. Learning objectives When you have completed this topic, you will: understand and be able to apply the standard and specific human resource management concepts as an event or sport manager; be able to design work roles in the event and sport industries; be able to establish human resource plans to maximise the performance of your volunteers and employees. be conversant with your perspective on human resource management. Key concepts Strategic management Mission, goals, values Job analysis Job design Remuneration, benefits Recruitment Selection Performance management Hiring Orientation Rewards, discipline Training Organisational culture Traditional paradigm Socialisation Interpretive paradigm Critical paradigm Motivation Human resource management Set readings Required online readings Frisby, W. & Kikulus, L. (1991). Human Resource Management. In B. L. Parkhouse (ed.), The Management of Sport: Its Foundations and Applications (2nd ed), 102-118. St Louis: Mosby. Chapter 6 from Allen, J., O’Toole, W., Harris, R., & McDonnell, I. (2005). Festival and Special Event Management. Milton, QLD: Wiley. Chapter 4 from Van Der Wagen, L. (2007). Human Resource Management for Events: Managing the Event Workforce. Oxford: Elsevier. Text Readings Chs. 1-3, 7, 11 of Cuskelly, Hoye, & Auld book. Chs. 2-4, 6-8 of Taylor, Doherty, & McGraw book. Summary How do you perceive human beings? What place do they have in particular organisations? How do you interact with other human beings? Which HRM paradigm informs your episteme and your management philosophy? These are all elements of human resource management that you must work out so that you can apply them in your future roles. Event and sport organisations have unique characteristics and goals that differentiate them from other organisations in society. Whilst the conceptual and processual elements of HRM are similar, it is the unique differences that you must deal with. Many organisations are based on volunteer contributions, whereas for event and sport organisations they are central. While standard HRM practices can be applied to paid staff, there are variations needed for the volunteers involved. Other participants in sport organisations also face issues that normal workforces, for the greater part, do not face. Drug testing, diet and behaviour management, alcohol testing, and many physiological and psychological tests are conducted in sport organisations