TY  - JOUR
T1  - An Equity Centered Management Approach to Exploiting Sport Employee Productivity
TT  - An Equity Centered Management Approach to Exploiting Sport Employee Productivity
AU  - Schneider, Robert C.
PY  - 2017
DA  - December
Y2  - 2017
DO  - 10.25307/jssr.364020
JF  - Journal of Sport Sciences Research
JO  - JSSR
PB  - Kadir YILDIZ
WT  - DergiPark
SN  - 2548-0723
SP  - 38
EP  - 47
VL  - 2
IS  - 2
LA  - en
AB  - A primary goal ofsport organizations is to exploit employees’ abilities to their fullestcapacities. Sport managers who successfully maximize employee productivity willgreatly increase the chances of achieving the organization’s goals andobjectives. The full potential of sport employees’ abilities can be realizedthrough the application of the equity component grounded in Adam’s EquityTheory (Adams, 1963). Centered on the premise that the relationship betweensport manager and employer must be one of equity, the equity component focuseson achieving equity between what the employee puts into the job, referred to as“employee inputs,” and what the employee gets out of the job from the employer,referred to as “sport manager outputs.” The input-output equity balance iscentered on the moral value of fairness. When fairness is achieved, reasonableemployees and employers should be mutually satisfied (Mill, 1863/1957). Ashared interest between employees in achieving the goals and objectives of themission of the sport organization is required if an equitable input-outputbalance is to be achieved. Lower resistance to realizing a proper balancebetween inputs and outputs should be expected when an employee’s professionalinterests are naturally aligned with the mission of the sport organization(Kim, 2012). Screening employees during the hiring process to ensure for acongruent employer-employee “fit” is preferable to help ensure for thesatisfactory balance of inputs and outputs over the long term. Regardless ofthe compatibility between the employee’s interest and the mission of the sportorganization, the often dynamic nature of sport organizations calls for constantmaintenance of input-output exchanges. When seeking to balance the input-outputexchange, sport managers will be well served to heed the insight by Jiang andMen (2017) who stated that productivity follows employee engagement, whichcomes from transparent communication by organizational leaders. The sportmanager who hires employees whose interests align with the sport organizationmission will be well positioned to achieve an equitable balance betweenemployee inputs and employer outputs. Doing so is supportive of a sportorganization that maximizes its potential for employee productivity.
KW  - leadership
KW  - governance
KW  - human resources
KW  - motivation
KW  - hiring
N2  - A primary goal ofsport organizations is to exploit employees’ abilities to their fullestcapacities. Sport managers who successfully maximize employee productivity willgreatly increase the chances of achieving the organization’s goals andobjectives. The full potential of sport employees’ abilities can be realizedthrough the application of the equity component grounded in Adam’s EquityTheory (Adams, 1963). Centered on the premise that the relationship betweensport manager and employer must be one of equity, the equity component focuseson achieving equity between what the employee puts into the job, referred to as“employee inputs,” and what the employee gets out of the job from the employer,referred to as “sport manager outputs.” The input-output equity balance iscentered on the moral value of fairness. When fairness is achieved, reasonableemployees and employers should be mutually satisfied (Mill, 1863/1957). Ashared interest between employees in achieving the goals and objectives of themission of the sport organization is required if an equitable input-outputbalance is to be achieved. Lower resistance to realizing a proper balancebetween inputs and outputs should be expected when an employee’s professionalinterests are naturally aligned with the mission of the sport organization(Kim, 2012). Screening employees during the hiring process to ensure for acongruent employer-employee “fit” is preferable to help ensure for thesatisfactory balance of inputs and outputs over the long term. Regardless ofthe compatibility between the employee’s interest and the mission of the sportorganization, the often dynamic nature of sport organizations calls for constantmaintenance of input-output exchanges. When seeking to balance the input-outputexchange, sport managers will be well served to heed the insight by Jiang andMen (2017) who stated that productivity follows employee engagement, whichcomes from transparent communication by organizational leaders. The sportmanager who hires employees whose interests align with the sport organizationmission will be well positioned to achieve an equitable balance betweenemployee inputs and employer outputs. Doing so is supportive of a sportorganization that maximizes its potential for employee productivity.
CR  - Adams, J.S. (1963). Toward an understanding of inequity. Journal of Abnormal and Social Psychology, 67, 422-436.
CR  - Alonzo, V. (2007). Maritz launches suite of tools to max employee recognition. Meeting News, 31(8), 18.
CR  - Aslam, W., & Mundayat, A. A. (2016). Impact of fringe benefits on organizational performance mediating role of Employees satisfaction. Proceedings of the Multidisciplinary Academic Conference, 161-184.
CR  - Bell, R. L. (2011). Addressing employees' feelings of inequity: capitalizing on equity theory in modern management. Supervision, 72(5), 3.
CR  - Burtaverde, V., & Mihaila, T. (2013). Personnel fluctuation in a human resources consultancy agency. Romanian Journal of Experimental Applied Psychology, 4(2), 97-109.
CR  - Childs, D. (2009). Improving employee productivity and efficiency. Government Finance Review, 25(2), 52-55.
CR  - Cowherd, D. M., & Levine, D. I. (1992). Product quality and pay equity between lower-level employees and top management: an investigation of distributive justice theory. Administrative Science Quarterly, 3(7), 302-320. doi:10.2307/2393226
CR  - Greenberg, J. (1990). Employee theft as a reaction to underpayment inequity: The hidden cost of pay cuts. Journal of Applied Psychology, 75(5), 561-568. doi:10.1037/0021-9010.75.5.561.
CR  - Hay, E. N. (1948). Salary management brings about equity and employee satisfaction. Bankers Monthly, 655.
CR  - Hochwarter, W. A., Amason, A. C., & Harrison, A. W. (1995). Negative affectivity as a moderator of the inequity-turnover relationship. Journal of Social Behavior & Personality, 10(4), 757-770.
CR  - Jiang, H., & Men, R. L. (2017). Creating an engaged workforce. Communication Research, 44(2), 225-243. doi:10.1177/0093650215613137
CR  - Khalifa, M.H.E., & Truong, G. (2010). The relationship between employee perceptions of equity and job satisfaction in the Egyptian private universities. Eurasian Journal of Business and Economics, 3(5), 135-150.
CR  - Spell, C. S., & Bezrukova, K. (2012). Perceptions of justice in employee benefits. In N. P. Reilly, M. J. Sirgy, C. A. Gorman, N. P. Reilly, M. J. Sirgy, C. A. Gorman (Eds.), Work and quality of life: Ethical practices in organizations (pp. 237-249). New York, NY, US: Springer Science + Business Media. doi:10.1007/978-94-007-4059-4_13.
UR  - https://doi.org/10.25307/jssr.364020
L1  - https://dergipark.org.tr/en/download/article-file/389911
ER  -