Abstract
Summary
Considering the special nature of university sport events and specific target group participating in the event, managing the volunteers in such events needs to have certain characteristics and meet special needs. The volunteer managers are encouraged to implement Human Resource (HR) practices and models including Human Resource Architecture (HRA) model in working with the volunteers (1). In order to do so, identifying the components affecting the volunteer HRA model will increase the efficiency and effectiveness of volunteer management in the university sport events.
Introduction
Volunteers make up a key component of the human resources, and play a critical role in organizing the university sport events (2). The increasing emphasis on the professional management of volunteers suggests that the human resource management approaches and models have the potential to influence the volunteering outcomes (3). Therefore, implementation of the human resource architecture (HRA) model is recommended in order to help the volunteer managers to achieve the required combination of volunteers with different abilities, interests, and skills (4). Applying such a model for volunteer management requires identifying all the components and factors that can affect the volunteer HRA model, and determine its effectiveness in volunteer management (5).
Methodology and Approach
This study was a field-research in terms of the data collection methods, and fundamental and applied according to the application. The studied population was the experts in the field of human resource management, volunteering, and university sports, and 19 people were selected as the research sample participating in the research work. The data was collected through semi-structured in-depth interviews. The validity of the research work was confirmed by showing the process of analyzing the interviews to the experts and research reliability in terms of methodology and content; the accuracy of different aspects of research from collection to data analysis was investigated by asking two experts in the field who had no connection to the research work. By their confirmation on the procedures and methods of collecting and interpreting the data, the research audit was approved.
Results and Conclusion
Based on the interviews’ findings, 84 initial codes were obtained, and divided into five main categories including human resource management architecture drivers, human resource management architecture elements, human resource architecture development barriers, human resource architecture strategic systems, and human resource management architecture functions. The results obtained show that implementing the human resource architecture model in managing the volunteers in the university sports events, through the optimal knowledge of the elements and drivers of volunteer human resource architecture, by using the related strategic systems and trying to overcome the barriers in the development of the volunteer HRA model could lead to the achievement of volunteer human resource architecture functions for event stakeholders. Eventually, by maintaining the motivation and commitment of the volunteers, the process of socialization of the volunteers would be facilitated; they would have sufficient expertise and would feel valuable. On the other hand, the findings showed that by improving the performance of the volunteers, the efficiency and effectiveness of the event could be increased, and a more favorable experience of the event would be provided to the participants in the event (including the athletes, coaches, spectators, etc.).
Keywords
Main Subjects
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