Exploring employees’ perceptions of human resource practices of a sport for development organization: A case study of the Special Olympics Indiana
Jang, Incheol
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https://hdl.handle.net/2142/122099
Description
Title
Exploring employees’ perceptions of human resource practices of a sport for development organization: A case study of the Special Olympics Indiana
Author(s)
Jang, Incheol
Issue Date
2023-10-31
Director of Research (if dissertation) or Advisor (if thesis)
Liechty, Toni
Doctoral Committee Chair(s)
Liechty, Toni
Sato, Mikihiro
Committee Member(s)
Jones, Gareth
Ostler, Teresa
Department of Study
Recreation, Sport and Tourism
Discipline
Recreation, Sport, and Tourism
Degree Granting Institution
University of Illinois at Urbana-Champaign
Degree Name
Ph.D.
Degree Level
Dissertation
Keyword(s)
human resource management
human resource practices
employees’ perception
sport-for-development organization
ability-motivation-opportunity theory
person-organization fit
social exchange relationships
Abstract
Sport for Development (SFD) organizations provide sport-based intervention programs to achieve outcomes such as social capital (Spaaij, 2012), and they heavily rely on paid employees as a critical resource (Clutterbuck & Doherty, 2019; Svensson et al., 2021). Prior research has revealed that SFD organizations implement diverse human resource (HR) practices to manage employees, influencing their passion and competency (Clutterbuck & Doherty, 2019). However, employees' perceptions of HR practices in the SFD context have not been fully explored. Thus, the purpose of this study was to explore employees' perceptions of and experiences with HR practices within an SFD organization. Using a qualitative method, an exploratory case study, this study utilized multiple types of data through organization visits. In-depth interviews, direct observation, and documents were analyzed to better understand what kind of HR practices the SFD organization implements, employees' perceptions of HR practices, and the role perceptions play in evaluating person-organization (PO) fit and building social exchange relationships between the organization and employees.
Participants identified diverse HR practices the SFD organization implemented, from recruitment to performance evaluation, and HR practices could be categorized into three bundles of HR practices: Ability-enhancing HR practices, motivation-enhancing HR practices, and opportunity-enhancing HR practices. In addition, the findings of this study showed that the organization and its employees were able to evaluate PO fit and build on the social exchange relationships through HR practices. However, depending on employees' perceptions of HR practices, PO fit and social exchange relationships could be enhanced or diminished. This study extends SFD and nonprofit sport literature by exploring HR practices and employees' perceptions of HR practices in the SFD context. Additionally, this study extends theoretical understanding of the connections between HR practices and PO fit and social exchange relationships.
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