SPECIFICITIES OF HUMAN RESOURCE MANAGEMENT IN SPORTS CLUBS

Abstract

though a large number of activities and processes in organizations that function in today's society is relatively similar, specific traits of areas in which these organizations operate bring certain differences between them. Sport itself is one specific area of society and sports clubs include sports sector, which constitutes the basis of specificity of sport organizations. At the same time, sports sectors derogate from traditional and usual rules and norms of management and operating that apply to other organizations and areas in which those organizations function. Because of all that, there is a need to devote special attention to sports clubs. Whether it's the Human Resources department or only particular managers within the club dealing with these issues, HRM involves a number of processes and activities, of which the most important are: workforce planning (human resources planning), recruitment, assimilation, skill management, training and development, performance appraisal (PA), compensation, labor relations, career management and abandonment of a sports club (resignation, performance-related dismissals, redundancies). Bearing in mind that the management's duty is to keep sport the basis of sports industry, neither at the expense of sport, nor the business, the HRM is certainly a feature which hides huge opportunities for business growth.