Human Resource Management in Sports

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Analysis of differences in labor values in different generations of human resources Isfahan sports

Authors

1 Assistant Professor, Department of Physical Education and Sports Sciences, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran

2 Ph.D student in Sports Management, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran

3 PhD student in Sports Management, Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran

Abstract

The purpose of this research was to analyze the differences in work values among different generations of human resources in Isfahan sports.



This research was conducted qualitatively using the Grand Theory strategy and Charmazs constructivist approach. The study population included 15 human resource specialists, comprising managers and deputies of the General Administration of Sports and Youth, managers of sports boards, and faculty members of universities in Isfahan province, who were selected purposefully. Data were collected through semi-structured interviews until theoretical saturation and analyzed in three stages, including initial coding, focused coding, and axial coding.



After coding, 203 initial codes, 32 focused codes, and 12 axial codes were identified. The results showed that generational differences in the human resources of Isfahan sports in axes such as human capital, cognitive society, level of knowledge, leadership style, skill, psychology, nature of life and work, political and economic views, organizational culture, legal and educational attitudes have significant effects. Older generations emphasize job security, commitment, and loyalty, while newer generations have a greater tendency towards flexibility, teamwork, and the use of modern technologies. These differences can create challenges and opportunities for human resource management.



"Implementing managerial policies with generational characteristics can lead to improved interactions, reduced conflicts, and enhanced productivity in sports organizations. It is recommended to utilize the presented model for designing educational programs, motivational policies, and strengthening intergenerational interactions. Due to the limitations of the research community and the qualitative method, this study provides suggestions for expansion and generalizability in future research."

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Human Resource Management in Sports
Volume 13, Issue 1
January 2026
Pages 163-183
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