Authors: Tracy Taylor, Cynthia Ho
Addresses: Graduate School of Business, University of Technology, P.O. Box 222, Lindfield 2070 NSW, Australia. ' Faculty of Business, University of Technology, Sydney, P.O. Box 222, Lindfield 2070 NSW, Australia
Abstract: Societal consciousness has shifted from national to international and global spheres, and the world is increasingly perceived as one place. Many sport organisations now find that they are under increasing pressure to engage in globally benchmarked sustainable management systems and processes, across all functional areas from finance to HRM. Some sport organisations have used aspects of the globalisation process to create new opportunities for expansion and growth, while others have been reluctant or resistant to externally instigated change. We assessed the adoption of ||best practice|| HRM practices in a range of amateur and professional sport organisations to see how they were reacting to these convergence pressures. This issue fits in the wider convergence-divergence debate that has been the concern of many cross-cultural researchers. Our empirical results indicate that while government policy has urged movement to a universally derived system of HRM processes, few sport organisations have adopted a formal HRM strategy and HR practices are widely variable across organisations.
Keywords: sport organisations; human resource management; HRM; convergence; globalisation; localisation; best practice; benchmarking; government policy; sport management; human resources; local organisations; Australia; convergence influences; divergence influences.
International Journal of Sport Management and Marketing, 2005 Vol.1 No.1/2, pp.110 - 126
Available online: 27 May 2005 *Full-text access for editors Access for subscribers Purchase this article Comment on this article