SPM4124(01) - Human Resource Management in Sport

Exam Two - Review

General Notes:
This review sheet is not comprehensive, it covers the large majority of what will be on your
exam, but does not outline everything that you need to know. You should study all of the in-class
powerpoint slides, book chapters, and any other material we have covered in class.

POWERPOINT

Specific Topics:
1. Training and Development
a. What is the training and development process?
Development: Training needs analysis, determination of training goals,
training design, and implementation.

b. What is the significance and limitations of training and development?

Significance: Increases job satisfaction and morale among employees.
Reduced turnover. Increased motivation. Improved efficiencies in
processes/procedures. Enhanced capacity to adopt new technologies and
methods. Risk Management in terms of better knowledge of compliance
requirements.

c. Training methods.
Lecture, discussion, demonstration, group discussion, symposium, panel,
forum, case studies and simulation/games.

2. Performance Management
a. What does it encompass?
b. Why do we appraise performance?
c. Why is it important?
d. What are the advantages/disadvantages?
3. Diversity
a. What is it?
The presence of differences among members of a social unit that lead to
perceptions of such differences and that impact work outcomes.

b. How is it impacted?
Anxiety, prejudice and even fear is generated among employees who are
faced with the unknown. May lead to reduced communication,
misunderstanding, ambiguity or confusion, and destructive conflict where
consensus is not possible.
 c. Why is it important?
Can contribute to increased creativity and innovation, a broader range of
alternatives and higher quality ideas in a diverse workplace.

d. Legal perspectives.
Local, regional, and federal gvt statutes ensure equity/equality in hiring.

How do we manage diversity?:

Creating and optimizing a diverse workforce. Legislation and
organization policies can protect people who may be discriminated
against. Creating an organizational culture of diversity means having
respect for differences, flexibility, risk acceptance, tolerance of ambiguity,
conflict acceptance and equifinality.

4. Managing Stress
a. Why is it necessary for human resource professionals to
understand it?
b. What is stress?
Stress is a dynamic condition in which an individual in confronted
with an opportunity, demand, or resource related to what the
individual desires and for which the outcome is perceived to be
both uncertain and important.

c. Is stress good for you? Bad for you? How should we approach it?
It has a positive value because it offers potential gain. You can use
stress to rise to the occasion and perform at or near the maximum
that you can. Some people thrive on stressful situations while
others get overwhelmed.

Stressors:
• Challenge Stressors: Associated with work load, pressure to
complete tasks and time urgency.
• Hindrance Stressors: keep you from reaching your goals.

Stress is associated with demands and resources. Demands are responsibilities,

pressures, obligations and even uncertainties that individuals face in the
workplace. Resources are things that an individual can control that can be used to
resolve the demands.
 Four Variables to Stress:
• Perception: Moderates relationship between a potential stress
condition and an employee’s reaction to it.
• Experience: Selective withdrawal and coping mechanisms.
• Social Support: Relationships with coworkers or supervisors can
buffer the impact of stress.
• Personality: The degree to which people experience stress and how
they cope with it.

Consequences of Stress:
• Physiological: Can create changes in metabolism, increase
heart/breathing rates, increase blood pressure, bring headaches, and
induce heart attacks. Link between stress and physiological
symptoms are still unclear.
• Psychological: Can cause dissatisfaction. Can create tension,
anxiety, irritability, boredom and procrastination.
• Behavioral: Includes changes in productivity, absence and
turnover, as well as changes in eating habits, increased smoking or
drinking, rapid speech, fidgeting and sleep disorders.

5. Ability
a. Where do abilities come from?
Behaviorists theorize that a person requires ability through
experience and learning and not because of any inherent factors.
Biological Determinists theorize that ability is endowed genetically
and learning only accentuates abilities.

b. Why do we need to understand them?

To allocate the right jobs to the right people. If a person cannot do
a task they shouldn’t be put on the job.

6. Leadership
a. What is it?
An influence relationship among leaders and followers who intend
real changes and outcomes that reflect their shared purposes.
Leadership is more than a set of skills, it also relies on personal
qualities like enthusiasm, integrity, courage and humility.

b. What’s the difference between a mentor and a coach?

 Mentor: Individual is the focus. They’re a facilitator with no
agenda. It’s a self-selecting role. There is a perceived value with
them. There is a personal return of affirmation and learning. And
the arena is life.
Coach: Enhance performance is the focus. They have a specific
agenda. They’re put into this position. There is a personal return of
teamwork/performance. And the arena is task related.

c. Is there a best quality that a leader can have?

7. Compensation and Benefits
a. What benefits are most commonly offered? Desired?
Retirement plans, health/life insurance, disability insurance,
vacation, employee stock ownership plans, etc.

Legal Compliance: Statutory Obligations and Benefits: Minimum

wage, hours of work, public holiday entitlement, overtime
vacations leave, maternity/paternity leaves, adoption/parental
leaves, emergency/sick leave/compassionate leave, bereavement
leave, leave entitlement, grievance procedures, termination of
employment.

b. Is compensation a motivator? What are the best motivators?

A well-designed compensation/benefits plan helps attract, motivate
and retain talent in your firm. It will motivate people to work for
something more than money. If they hit the right needs they will
act in the desired way.