Human Resource Management in Sports

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Designing a Human Resources Brand Development Model in Sports Organizations (Case Study: Managers of Sports and Youth Departments in Tehran Province)

Author

Assistant Professor of Sport Management, /Iran University of Art/ Tehran

Abstract

Objective: The present research was conducted to design a brand development model for human resources in sports organizations (case study: managers of sports and youth departments in Tehran province).
Methodology: According to the data collection method, the research was sequentially exploratory. The statistical population of the research in the qualitative part included 20 academic experts, senior managers, and sports assistants of the sports and youth departments of Tehran province. Sampling was done using non-probability and snowball methods. In the quantitative part, the statistical population includes the middle managers, who are the employees of the sports and youth departments of Tehran province and the heads of sports teams of Tehran province. According to Morgan and Karjesi's table, 270 were selected by random stratification. The research tool was a semi-structured interview in the qualitative part and a researcher-made questionnaire in the quantitative part. The face and content validity of the questionnaire were confirmed by university professors who are familiar with the subject of the research. The reliability of the questionnaire was calculated through Cronbach's alpha coefficient, and the reliability of the questionnaire was reported (α=0.883). Finally, the structural equation model was used to design sports organizations' human resources brand development model.
Results: Data analysis identified 128 primary codes, 15 sub-categories, and four main categories. The results showed that the human resources brand development model in sports organizations can be formulated by considering the factors of human resources brand development at four macro levels: macro, micro, individual, and organizational.
Conclusion: Based on the results of the research, sports organizations must empower human resources to shape the personal brand of sports managers, which includes Technical skills, human skills, social communication competence, human resource performance evaluation, perceptual and communication skills, training and development of human resources, psychological skill, satisfaction and commitment of human resources, organizational leadership, organizational justice, organizational culture, internal branding, specialized competencies and pay special attention to individual merits. The findings of this research show that the human resources brand development model in sports organizations can improve the meritocracy of sports managers, improve the performance of managers, and gain a competitive advantage for sports organizations.

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Human Resource Management in Sports
Volume 11, Issue 2
June 2024
Pages 253-274
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