Human Resource Management

Organizational Culture

Basic values, behavioral norms, assumptions, and beliefs present in an organization 

Three categories of Organizational Culture

1. Collegial Culture

2. Personalistic Culture

3. Formalistic Culture

Collegial Culture

emphasis on consensus, teamwork, and participating in most decisions by all the members of the staff who view each other as peers 

Who is Collegial Culture difficult for 

Large Staffs

Personalistic Culture 

Places little emphasis on policy and procedure, every man for himself

Formalistic Culture

Clear chain of command and well defined lines of authority, lots of rules and guidelines 

5 Areas of Critical Importance - Dysfunctions

1. Absence of Trust

2. Fear of Conflict

3. Lack of Commitment

4. Avoidance of Accountability

5. Inattention to Results

Organizational Chart

A graphic illustration that shows the formal relationships among the various Athletic Trainers and other health care workers within a sports medicine program 

What is the most common organization chart in the sports medicine setting

Function-Oriented Organizational Chart

Advantages of Function-Oriented Organizational Chart

• Suited to a stabled environment 

• Fosters development of expertise 

• Allows specialization 

• Requires minimal internal coordination 

• Requires fewer interpersonal skills 

Disadvantages of Function-Oriented OrganizationalChart 

• Slow response time in large programs 

• Can lead to bottlenecks because of sequential task performance 

• Less innovative

• Might create conflicts over program priorities and staff responsibilities

• Little emphasis on sharing ideas and teamwork 

• May lead to silo effect 

What is a Service-Oriented Organizational Chart

Organize staff according to the services they provide

Advantages of Service-Oriented Organizational Chart 

• Suited for fast change 

• Allows for high service visibility 

• Allows full-time concentration on tasks 

• Permits parallel processing of multiple tasks

Disadvantages of Service-Oriented Organizational Chart 

• Fosters politics in resource allocation 

• Inhibits coordination of activities 

• Restricts problem solving to task needs 

• Permits in depth competencies to decline 

• Creates conflicts between tasks and priorities 

• Can inflace personnel costs 

Matrix Organizational Chart

Combines the strong features of the serice and function models

Matrix Organizational Chart Advantages 

• Give flexibility to the organization 

• Stimulates interdisciplinary cooperation 

• Involves, motivates, and challenges people 

• Develops athletic trainers skills 

• Frees program coordinator for planning 

Matrix Organizational Chart Disadvantages

• Can create a feeling of anarchy 

• Encourages power struggles 

• Might lead to more discussion than action 

• Requires high level of interpersonal skill 

• Can be time consuming to implement

Informal Organizations

Represents the relationships as they exist and change from day to day 

Equal Employment Opportunity Commission’s Uniform Guidelines on Employee Selection Procedures definition of staff selection

Any procedure used as a basis for any employment decision

What categories fall under Staff Selection

Hiring, promotion, demotion, retention, and performance evaluations

Position Description

Formal document that contains information about the required qualificiation for, and the work content, accountability, and scope of a job 

Position Description should be dividided into 2 sections

Job Specification and Job Description 

Job Specification

The qualifications an Athletic Trainer should have to fill the role 

Job Description

Lists the responsibilities for which the Athletic Trainer will be held accountable 

Job Recruitment should be viewed from 2 Perspectives

1. The long range need for human resources within the sports medicine program 

2. The immediate staffing needs 

Long Term Staffing depends on what

The strategic plan of the sports medicine department

What are the 5 changes in the present staff that show need of immediate staffing 

• Radical Program Changes 

• Termination 

• Retirement 

• Noncompliance 

• Death 

What is validity

The employment of criteria that predict how well a candidate will perform in a role

Why is validity important

• More liekly to produce an athletic training staff that functions well in its role 

• Enhances efficiency in the staff selection process

• Demonstrate that the hiring process was fair and free from bias 

What is reliability

Employment standards and practices are applied with consistency to all candidates

1st step in validity and reliability in hiring

Request for position

2nd step in validity and reliability in hiring

Position request approval

3rd step in validity and reliability in hiring

Position vacancy notice

4th step in validity and reliability in hiring

Application Collection 

5th step in validity and reliability in hiring

Telephone Interviews (Zoom)

6th step in validity and reliability in hiring

Reference Checks

7th step in validity and reliability in hiring

On Site Interview

8th step in validity and reliability in hiring

Recommendation and approval for hiring

9th step in validity and reliability in hiring

Offer of contract 

10th step in validity and reliability in hiring

Hiring

Four Goals of follow up contact after submitting application

1. Get employer’s attention

2. Generate interest in your application

3. Create a desire in the employer to know more about you

4. Encourage the employer to take action on your application

Closing the deal

• Send thank you notes

• Keep in touch 

• Don’t burn bridges 

Factors affecting personal deployment decision

• Activities to be performed

• Required abilities

• Number of required staff

Numeric Workload Analysis

Process of determining a staff members workload by calculating and comparing the amount of time a person spends on certain tasks with the outputs

Process Workload Analysis

A technique for streamlining the number and complexity of steps needed to provide a service to a customer

Staff Supervision

The process whereby authority holders observe the work activities of an employee to improve the outcomes of the employee’s work of the professional development of the employee 

Supervisory Neglect

Boss not on campus to see things happen

Four Basic Components of Motivation

1. Needs or expectations of the employee

2. Employee behavior

3. Employee goals 

4. Feedback from the supervisor or other resources 

Inspection Production Supervision

Athletic Trainers are raw material used to develop products

Inspection Production Supervision Advantages

Effective in accomplishing goals

Inspection Production Supervision Disadvantages

Measurement of inputs and outputs are difficult

Clinical Supervision

Direct observation with subsequent development of plans to remediate deficiencies in performance 

Clinical Supervision Advantages

Cooperative planning and collegial working relationships

Clinical Supervision Disadvantages

Supervisor must devote time for direct supervision 

Developmental Supervision

Collaboration between supervising Athletic Trainer and employees

Developmental Supervision Advantages

Emphasis on personal growth

Developmental Supervision Disadvantages

Heavy emphasis on collaboration can delay problem solving 

Performance Evaluations

Process of placing a value on the quality of an Athletic Trainer’s work

Importance of Performance Evaluations

• Help supervising Athletic Trainer make valid and reliable distinctions between Athletic Trainers who are performing at or above those who are unsatisfactory 

• Helps the Athletic trainers being evaluated identify areas of weakness and eliminate or reduce them 

Task Oriented Performance Evaluation System 

A simple, job specific method of measuring performance related behavior 

Propriety Standards

Help ensure that performance evaluation is legal and fair

Utility Standards

Help ensure that the evaluation is useful

Feasibility Standards

Foster practicality in performance evaluation

Accuracy Standards

Intended to improve the validity and reliability of performance evaluation and thereby lend accuracy to the system 

Fair Labor Standards Act

Requires that employees be paid overtime or receive compensated time for beyond 40 hours a week (1938)

Who does the Fair Labor Standards Act not Cover

Executives, administrators, and professionals