Abstract
D.Phil.
Sport in South Africa (SA) has undergone a metamorphosis over the past two
decades. Statutory restrictions that were prevalent during the period prior to 1980
have been lifted, resulting in increased participation in sport. The increased
participation has created a backlog of facilities and services provided by sport
organizations. Coaching is one such service that is provided by sport
organizations. In order to provide this service, it has become necessary for sport
organizations to acquire sports coaches.
In SA professional sports coaching is not an easy task since professional sports
coaches face distinct pressures that are not found in other professions. This is
reflected in the high coach turnover in certain popular codes of sport like soccer
and rugby. Thus the question of the human resources management of
professional sports coaches has arisen.
This study involved research into the management of professional sports
coaches in sport organizations affiliated to the South African Sports Commission.
The aim of this study was to propose guidelines for the human resources
management (HRM) of professional sports coaches in South Africa. This was
done by conducting an in depth literature survey to ascertain what different
theoretical models existed with regard to human resources management, in order
that the principles of HRM in relation to professional sports coaches could be
identified. The literature was compared with the current situation regarding the
HRM function for professional sports coaches at sport organizations in South
Africa. It was supported by an exploratory study conducted through in depth
interviews, and an empirical study. Two questionnaires, which were pre-tested to
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ensure that they communicated information correctly to the respondents, was
developed for professional sports coaches and HR managers.
Four hundred and fifty (450) questionnaires each were administered to HR
managers and professional sports coaches at sports organizations affiliated to
the South African Sports Commission in the different provinces in South Africa.
The empirical findings, when compared with the literature study, provided
evidence that shortcomings existed, that needed to be seriously addressed by
HR managers at sport organizations, with regard to the management of
professional sports coaches in South Africa. Sport organizations need to
approach the training and development of professional sports coaches with the
South African Qualifications Authority’s requirements in mind. This will ensure
that the qualifications of professional sports coaches are accredited. As a result
of the unique nature of the job that the coach performs, there is a need to utilize
recruitment and selection techniques specifically applicable to professional sports
coaches. The study revealed that professional sports coaches experience
problems with job security, therefore appropriate actions need to be taken by HR
managers to satisfy job security needs. The performance of professional sports
coaches was mainly based on the win/loss record of the coach. The literature
study as well as the empirical study suggests that other factors, in addition to the
win/loss record of professional sports coaches, need to be considered in their
performance appraisals. The qualitative as well as the empirical study suggests
that professional sports coaches are not satisfied with their compensation. HR
managers need to investigate compensation packages that are offered to
professional sports coaches.
Prof. W.J. Hollander