Management training and national sport organization managers: Examining the impact of training on individual and organizational performances

Highlights

► Need to manage off-the-field performance as much as on-the-field performance. ► Training improved learning, individual and organizational performances. ► A progression to performance change was identified over a 3 month time period. ► Results highlight the need for continual workforce development in Canadian sport organizations.

Abstract

Within sport, a tremendous amount of effort is committed to the on-the-field performance of athletes and coaches, neglecting the off-the-field performance and development of sport managers. This study examines the impact of human resource training on the performance of five Canadian national sport organizations (NSO) and their managers (N = 22). Data were collected on three outcome variables (learning, individual performance, organizational performance) and three mediating variables (motivation to transfer, training design, organizational climate) at three time measures (pretraining, post-training¹, post-training²). Results indicate that training improves the learning and individual performance of sport managers, as well as the organizational performance of NSOs. Varying relationships were found at each of the three time measures, demonstrating that a progression to training-related performance change exists. Implications and future research directions are discussed and highlighted the need for on-going training opportunities for Canadian sport managers.

Keywords:

• Transfer of training
• National sport organization managers
• Individual performance
• Organizational performance
• Performance change progression

Acknowledgement

The authors wish to acknowledge that this research was supported by the Social Sciences and Humanities Research Council of Canada.

Notes

1 Bell-Laroche is the co-creator and facilitator of the Risk Management Workshop and has been involved with the program for over 3 years.