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Jimmy P. BAS
RRL Implications and [Link]
Review of Related Studies and Literature

Research 1-ASM4

San Beda University - Higher Ed

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SAN BEDA UNIVERSITY

College of Arts and Sciences
Human Kinetics Department

"Decent Work Practices in Sports Industry”

An Undergraduate Thesis presented to

the Faculty of the College of Arts and Sciences
Department of Human Kinetics Development
San Beda University, Manila, Philippines

In partial fulfillment of the requirements in

Research 1

Submitted to:

Prof. Greg Emmanuel D. Baniaga

Research Supervisor

Presented by:

Jimmy P. Bas
Patrick M. Catapang

August 27, 2024

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Comments to be followed…
1. For the reference of the introduction part, it should have 40 references minimum
but it will not be applied as Sir. Greg mentioned last consultation

Introduction
Decent work practices are becoming increasingly crucial within the sports
industry, which encompasses a broad and diverse workforce, including athletes,
coaches, and support staff. These practices not only enhance the working
environment for all involved but also contribute significantly to the industry’s
sustainability and ethical standards. Highlighting decent work underscores the
importance of promoting fair labor conditions and improving the performance
standards of sports organizations. This aligns with Sustainable Development Goal 8
(SDG 8), which advocates for sustained, inclusive, and sustainable economic
growth, full and productive employment, and decent work for all (UNICEF, 2024).
Historically, discussions about decent work in sports have focused primarily on
professional athletes, often neglecting the essential roles of other personnel.
However, the evolving sports sector now highlights the need for comprehensive
human resource management practices that ensure fair treatment and welfare for all
employees, including coaches, administrative staff, and medical personnel. This shift
reflects a broader understanding that decent work is crucial for effectively managing
sports organizations and is supported by SDG 10, which aims to reduce inequalities
in income and opportunity across all sectors, including the sports industry (United
Nations Western Europe, 2020). Previous studies have identified several challenges
faced by individuals in the sports industry, particularly concerning labor rights and
working conditions (Lekavicius, 2020; Deubert, 2022). Research has predominantly
concentrated on the rights and welfare of elite athletes, often overlooking the broader
workforce that supports them (Lagoudaki et al., 2024). According to Gogoladze
(2021), this highlights a significant gap in the literature, indicating a need for a more
comprehensive examination of decent work practices across the entire sports
workforce. Addressing these gaps is essential for linking the current research to

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broader understandings of labor standards, ethical practices, and human resource

management in sports.

Despite progress in advocating for decent work practices, many in the sports
workforce still face challenges related to job security, equitable pay, and working
conditions. While policies protecting athletes have been developed, they often do not
extend to support staff and other crucial roles, leading to disparities in worker
treatment and compensation (Liang et al., 2020). This oversight raises questions
about the true commitment to decent work principles in sports, which is central to
achieving the objectives set forth in SDG 8 and SDG 10. Furthermore, there is a
noticeable gap in research focusing on the experiences of non-athletic personnel
within the sports sector. Most literature emphasizes elite athletes’ rights and welfare,
neglecting the labor conditions and challenges faced by coaches, trainers, support
staff, and administrative roles (Graham & Smith, 2022). This lack of comprehensive
research undermines efforts to develop holistic decent work practices for the entire
sports industry, hindering progress toward equitable standards for all employees, as
highlighted in SDG 10. Given these disparities, it is crucial to ask: What measures
are being taken to ensure that decent work practices extend beyond high-profile
athletes to all sports industry individuals? How can sports organizations collaborate
to create a more inclusive framework that guarantees fair labor conditions for
everyone, regardless of their position? Addressing these questions is essential for
fostering fairness and justice in the sports labor market, as emphasized by both SDG
8 and SDG 10 (UNICEF, 2024; United Nations Western Europe, 2020). The trend
toward recognizing inclusive decent work standards must continue as the sports
industry evolves. There is an inherent responsibility to build on this foundation by
integrating comprehensive labor protections that adapt to the diverse needs of all
employees (Graham & Smith, 2022). By fostering collaboration among researchers,
practitioners, and policymakers, sustainable changes can be made to improve
working conditions across the entire sports sector, ensuring that all workers benefit
from decent work principles as advocated in the Sustainable Development Goals
(International Labour Organization, 2024).

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This study aims to assess the implementation and effectiveness of decent

work practices within the sports industry, focusing on their impact on employees and
organizational performance. It seeks to identify gaps in labor conditions and propose
actionable solutions to enhance the overall work experience for all sports personnel,
including coaches, athletic trainers, administrative staff, and athletes (Namal et al.,
2024). By examining the perceptions of various stakeholders in the sports industry,
this research explores the correlation between improved labor conditions and
employee satisfaction, retention, and organizational success through both qualitative
and quantitative data. Preliminary findings indicate that organizations implementing
comprehensive decent work strategies tend to see higher employee satisfaction and
retention (Namal et al., 2024). Additionally, evidence suggests that when all staff
members benefit from decent work practices, not just elite athletes, overall
organizational performance improves, and work-life conflicts decrease (Namal et al.,
2024). The remainder of this article is structured as follows: Section 2 reviews the
study’s methodology, detailing participant demographics and data collection
techniques. Section 3 presents findings, highlighting insights related to the
implementation of decent work practices in various sports settings. Section 4
discusses the implications of these findings for policy and management practices.
Finally, Section 5 offers conclusions and recommendations for future research on
labor conditions in sports (Namal et al., 2024).

Statement of the Problem

Decent work practices are crucial for ensuring fair and sustainable working
conditions across different roles within the sports industry. However, much of the
existing research has focused primarily on the welfare of professional athletes,
leaving a gap in understanding the conditions of other essential staff, such as
coaches, trainers, and administrative personnel. This study aims to investigate the
implementation and impact of decent work practices in the sports industry,
particularly focusing on the broader workforce beyond athletes. The following
research questions guide this study:

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1. To what extent are decent work practices implemented for non-athletic

personnel in the sports industry?
2. How do decent work practices affect employee satisfaction, retention, and
organizational performance in the sports industry?
3. What are the main challenges in achieving fair working conditions for all roles
within the sports industry?
4. What improvements can be made to existing policies to better promote decent
work practices across the sports sector?

Objectives of the Study

The objectives of this study are to assess the implementation and impact of
decent work practices in the sports industry, focusing on various employee roles
beyond athletes:

1. To determine how extensively decent work practices are currently applied to

non-athletic personnel in the sports industry.
2. To evaluate the effects of decent work practices on employee satisfaction,
retention, and organizational performance within the sports industry.
3. To identify the main challenges in achieving fair working conditions for all
employees in the sports sector.
4. To propose actionable recommendations for improving policies and practices
to better promote decent work across the sports industry.

Significance of the Study

This study investigates how decent work practices are applied and their
impact within the sports industry. The findings, analysis, conclusions, and
recommendations may benefit various stakeholders as follows:

Sports Industry Employees - The study will reveal how decent work practices affect
job satisfaction, retention, and overall well-being for employees in different roles

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within the sports industry. This can lead to improved working conditions and
increased job satisfaction.

Sports Organizations - Results will provide valuable information on the effectiveness

of current policies and practices regarding decent work. This can help organizations
improve their human resource strategies and enhance overall performance.

Human Resource Professionals - The study will contribute to the knowledge about
decent work practices by offering new data on the specific needs and challenges
faced by employees in the sports sector. This will assist HR professionals in
developing better policies.

Policy Makers - Findings from the study can help policymakers understand how well
current regulations are functioning and whether new policies are needed to ensure
fair labor practices in the sports industry.

Future Researchers - This study will provide a foundation for future research on
decent work practices, offering insights and data that can be used to explore labor
conditions further and develop new research topics.

Scope and Delimitations of the Study

This study aims to evaluate how decent work practices are applied and their
effectiveness across the sports industry, focusing on roles beyond just professional
athletes. The research will involve a diverse group of participants, such as coaches,
athletic trainers, administrative staff, and support personnel, aged 18 and above,
from various sports organizations. While insights from athletes will be considered,
the primary focus will be on the experiences and conditions of non-athletic staff. The
study will not explore elite professional athletes in detail or analyze informal labor
practices in depth within the sports sector.

To maintain focus, the study will not address broader economic influences or
external factors affecting decent work practices in sports. It will also not cover mental

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health or career development issues. Instead, the research will concentrate on

internal factors related to the implementation of decent work principles and their
direct impact on employee satisfaction, retention, and overall organizational
performance.

Definition of Terms

Decent Work Practices - Employment strategies and policies that ensure fair labor
conditions, including equal rights, job security, and fair pay, aimed at improving
employees’ well-being, satisfaction, and engagement at work.

Sports Industry - Comprises various organizations and individuals involved in

creating, promoting, and managing sports activities, including professional sports
teams, educational institutions, sports associations, and support services for athletic
events and programs.

Non-athletic Personnel - Individuals who support the sports industry excluding

professional athletes. This group includes coaches, trainers, administrative staff,
medical personnel, and support staff essential to sports organizations.

Employee Satisfaction - The level of happiness and fulfillment employees feel in

their jobs, influenced by work conditions, colleague relationships, pay, and
opportunities for personal and professional growth.

Retention - An organization’s ability to keep its employees over time, with high
retention rates indicating a positive work environment and effective HR practices,
while low rates may signal dissatisfaction and workplace issues.

Organizational Performance - How well an organization meets its goals and

objectives, including financial results, operational efficiency, employee satisfaction,
and stakeholder engagement. Better organizational performance is often linked to
effective decent work practices.

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Labor Rights - The legal and human rights of workers that ensure fair treatment at
work. These rights include fair wages, safe working conditions, the right to organize,
and protection from discrimination and exploitation.

Human Resource Management (HRM) - The strategic management of an

organization’s workforce, involving hiring, training, performance evaluation, and
developing policies to improve employee well-being and organizational
effectiveness.

Inclusivity in the Workplace - Creating a work environment where all employees

are treated fairly and have equal access and opportunities, regardless of their
background or role. It promotes diversity and a sense of belonging among all
workers.

Actionable Recommendations - Practical suggestions or strategies based on

research findings and analysis. They are designed to provide clear steps that
organizations can take to improve their practices and policies, especially related to
decent work standards.

References

SDG goal 8: Decent work and economic growth – UNICEF data. Unicef. (2024).
[Link]

Sustainable development goals (SDG 8). United Nations Western Europe. (2020,
June 29). [Link]

SDG 8: Promote sustained, inclusive and sustainable economic growth, full and
productive employment and decent work for all. UN Women – Europe and
Central Asia. (n.d.). [Link]
the-sdgs/sdg-8-decent-work-economic-growth-0

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Lekavicius, T. (2020, December). (PDF) management of Human Resources in a

sports organisation from the point of view of employees. ResearchGate .
[Link]
UMAN_RESOURCES_IN_A_SPORTS_ORGANISATION_FROM_THE_POIN
T_OF_VIEW_OF_EMPLOYEES

Deubert, C. R. (2022). Marquette. Market Sports Law Review.

[Link]
&context=sportslaw

Lagoudaki, G., Tsitskari, E., Karagiorgos, T., Yfantidou, G., Tzetzis, G., & Tsiotras, G.
(2024, July 9). Corporate Social Responsibility and consumer behavior in
sports: Exploring and adapting a participatory sports scale. MDPI.
[Link]

Gogoladze, N. G. N. (2021, October 15). The impact of human resource

management on the modern sports industry – R discovery. Economics.
[Link]
management-on-the-modern-sports-
industry/fc9df0d1781e3775b25fa635b284a6fc

Liang, O., Trant, A., & Leur, A. V. (2020). ILO. International Labour Organization.
[Link]

Graham, J. A., & Smith, A. B. (2022, March 1). Work and life in the sport industry: A
review of work-life interface experiences among athletic employees. Journal
of athletic training. [Link]

Global Dialogue Forum on Decent Work in the world of Sport. International Labour
Organization. (2024, July 19). [Link]
meetings/WCMS_667607/lang--en/[Link]

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Namal, M. K., Tufan, C., Mert, I. S., & Arun, K. (2024, April 16). Decent work, employee
satisfaction, and the mediating … Sage Journals.
[Link]

Comments to be followed…
1.

Theoretical Framework
The Decent Work Theory, developed by the International Labour Organization
(ILO), provides a broad understanding of work, including in the sports industry. This
theory highlights the need for fair working conditions, respect for workers’ rights, job
security, and opportunities for career growth. It suggests that decent work includes
not just financial aspects but also social and emotional factors that affect workers’
well-being. In the sports industry, these principles help create policies that ensure fair
treatment for everyone, improving their work experience and loyalty to the
organization.

Decent Work Theory is important for looking at the working conditions of non-
athletic staff, like coaches, trainers, and administrative workers, who are often
overlooked when discussions focus on top athletes. This theory shows the need to
address the specific needs and rights of these employees, emphasizing the
importance of a supportive and inclusive work environment. By implementing decent
work practices, organizations can improve employee satisfaction and retention, as
well as overall performance. This helps ensure that all staff members, not just elite
athletes, have fair and equitable working conditions, contributing to the long-term
success of sports organizations.

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Figure 1: Model of Decent Work

Source: (Semantic Scholarship, 2018)

Psychological Contract Theory, introduced by Denise Rousseau in the 1990s,

complements Decent Work Theory by focusing on the informal, often unspoken
agreements between employers and employees about what each expects from the
other. In sports, this includes what non-athletic staff expect in terms of fair treatment,
job security, and chances for professional growth. Understanding these
"psychological contracts" helps identify gaps between what employees expect and
what they actually experience at work. This understanding is crucial for addressing
any mismatches and ensuring that employees' expectations are met, leading to
better job satisfaction and effectiveness in sports organizations.

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Figure 2: Psychological Contract Theory

Source: (Personio, 2022)

Combining Decent Work Theory with Psychological Contract Theory offers

useful insights into how organizations can build a positive workplace culture. When
organizations follow decent work practices, they create a positive psychological
contract, boosting employee engagement and commitment. On the other hand, not
meeting these expectations can lead to dissatisfaction, lower morale, and higher
staff turnover. This combined approach shows that organizations need to create a
work environment that focuses on fairness, respect, and open communication,
improving overall performance in the sports industry.

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Conceptual Framework

Figure 3: Conceptual Framework

Decent Work Theory Psychological

- Fair Labor Contract Theory
Conditions - Employee
 - Job Expectations
Security  - Employer
 - Adequate Obligation
Renumeration  -
 - Workers’ Perceived Fairness
Rights  - Trust

Employee Outcomes
- Job
Satisfaction
- Employee
Retention
 -
Organizational
Performance

This framework examines how decent work practices and employee

outcomes are connected in the sports industry. By using Decent Work Theory and
Psychological Contract Theory, we can better understand how these ideas affect
employee happiness, retention, and organizational performance. It shows how fair
work conditions and strong relationships between employees and employers can
lead to positive results for people working in sports. This understanding helps us see
why a positive work culture improves productivity and stability.

Decent Work Theory focuses on ensuring work conditions are fair, workers’
rights are respected, jobs are secure, and there are chances for career growth. In
the sports industry, this means all workers, from athletes to support staff, should
have fair pay, safe working environments, and opportunities to grow. The theory
stresses that providing these rights leads to a healthier and more productive
workforce, which is important in the demanding sports jobs.

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Psychological Contract Theory looks at the unwritten promises and

expectations between employers and employees, which shape their working
relationship. These agreements are not written down but include things like how the
employer will treat the employee, recognize their efforts, and offer growth
opportunities. In sports, these expectations might include fair treatment,
acknowledgment of efforts, and support for development. When these expectations
are met, workers are more satisfied and committed. If not met, it can lead to
unhappiness and employees wanting to leave.

When sports organizations use decent work practices, they create an

environment where positive relationships between employers and employees can
grow. This helps build trust, fairness, and a sense of belonging among workers.
Strong relationships lead to higher job satisfaction, less turnover, and better
performance for the organization. Workers who feel valued and treated fairly are
more likely to stay motivated. Conversely, if workers feel undervalued, it can lead to
lower morale and higher turnover. This is why it is important for sports organizations
to focus on decent work practices and build positive relationships to create a good
work environment for both employees and the company.

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Operational Framework

Figure 4: Operational Framework

Input Process Output

•Assessment •Data •Awareness on
of the Collection the impact
impact of and Analysis of decent
decent work through work
practices in Survey practices in
the sports Questionnair the sports
industry es industry for
the future
implementati
on of the
sports
organization
and policy
makers.
FEEDBACK

This operational framework describes the method for a quantitative and

descriptive study focused on examining how decent work practices are carried out
and their effects in the sports industry, especially for non-athletic staff. The study
aims to provide clear insights into the current state of these practices, point out areas
needing improvement, and guide future research and policy suggestions to enhance
working conditions.

To achieve these goals, the study will collect numerical data using a standard
questionnaire. The target group will include a variety of non-athletic workers, such as
coaches, trainers, administrative staff, and support workers in sports organizations.
Participants will be chosen through purposive sampling to represent different roles
within the industry. The questionnaire will measure how well decent work practices
are followed, focusing on areas like fair pay, job security, safe working conditions,

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and career growth. It will also assess employee satisfaction, retention, and
organizational performance.

Data will be analyzed using basic statistics to provide an overview and identify
general patterns. Frequency analysis will show how often certain decent work
practices are followed, while cross-tabulation will explore connections between these
practices and employee outcomes like satisfaction and retention. The results will
guide conclusions and offer practical suggestions for improving decent work
practices in the sports industry, ensuring that the findings align with the study’s goals
and provide valuable insights into the working conditions of non-athletic staff.

References

Mohammed, I., Stephen, G., & Hartwig, P. (2018). [PDF] Decent Work for Scotland’s
low-paid workers: A job to be done | semantic scholar. Semantic Scholar.
[Link]
Scotland%E2%80%99s-Low-Paid-Workers:-A-job-Stuart-
Pautz/8832ad398ef0603d10ea096c05a53a156ad19de1

The psychological contract: How and why it works. Personio. (2022, April 14).
[Link]
explained/#:~:text=The%20psychological%20contract%20is%20an,it%20influ
ences%20how%20employees%20behave.

Duffy, R. D., Blustein, D. L., & Autin, K. L. (2016). The Psychology of Working: A New
Approach to Career Development. American Psychologist, 71(4), 332-351.
[Link]

Comments to be followed…

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1.

Review of Related Literature

Decent Work Practice

Decent work practices basically refer to the practice of providing jobs that are
well remunerated, safe, and support families; they allow chances for development
and participation in society. Decent work practices in sports are highly important.
Roles have moved from being simply athletes to trainers, coaches, and
administration persons. The implementation of decent work practices should be
enhanced, as they can significantly contribute to improving employee satisfaction
levels, fostering higher retention rates among staff members, and ultimately
elevating the overall performance of the organization. These factors have become of
prime importance for long-term sustainability and stability in the competitive
environment of sports organizations (Susanto & Mario, 2021; Safwan et al., 2023;
Kellett & Warner, 2011). In addition, a good work policy fulfills the main principles
announced by the International Labor Organization. The organization is vocal about
demanding inclusion for a fair and dignified treatment of workers' rights across a
wide range of industries, including sports (Bosscher et al., 2016).

The significance and relevance of decent work practices move beyond the
organizational frameworks of a firm into a broader societal context. Therefore, as
organizations clearly participate in advancing Sustainable Development Goals, the
contribution of sports organizations is also noteworthy by actively promoting fair and
equitable labor conditions. This paper, therefore, closely relates to Sustainable
Development Goal 8, which aims to ensure full and productive employment as well
as decent work for all, hence engendering strong support for inclusive and
sustainable economic growth. It puts emphasis on providing full and productive job
opportunities and decent work for all that contributes toward the overall well-being of
society (Khasawneh, 2011). Finally, good working practices allow strengthening the

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perception of sports organizations; they attract skillful people and develop loyalty
within the organization (Aznan et al. 2019).

The implementation of decent work practices greatly affects both employee

satisfaction and the overall performance of sports organizations. By ensuring fair
treatment, safe working conditions, and opportunities for career development, these
practices help create a more positive work environment. This in turn boosts staff
morale and loyalty, leading to higher retention rates and better organizational
outcomes. Understanding the role of decent work practices allows the study to
highlight how they contribute to the sustainable growth and success of sports
organizations, aligning with broader social and economic goals.

Overview of Key Theories and Models

The International Labour Organization (ILO) developed the Decent Work

Theory, which serves as a basic framework that helps in understanding the labor
conditions that exist in the sports industry. This theory exhaustively considers
equitable and fair working conditions, utmost respect for workers' rights, ensured job
security, and access to opportunities that can better help further one's career and
develop (Oluwatoyin et al., 2021). An additional point is that besides the theoretical
frames that illustrate Human Resource Management, human resources should be
managed strategically within the framework of the achievement of organizational
objectives. In this regard, meaning will be further heightened when viewed in the
sport context; many different types of jobs become very crucial, demanding
customized human resource management practices tailored to meet the
requirements of the environment (VAPUR, 2023; Javadipour et al., 2020).

Consequently, motivation theories such as Maslow's hierarchy of needs

explain how satisfying the basic requirements and psychological desires of
employees can greatly help in increasing both job satisfaction and performance at
work (Fatoni et al., 2022). Understanding these motivating factors in the sports
industry is critical in developing practical applications to practices in human resource

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management that respond uniquely to each employee's role and every specific
requirement associated with his or her position within this dynamic industry
(Wijiastuti, 2023). Ultimately, the Social Exchange Theory applies because
relationships both amongst workers and their employers do go a long way in
informing the quality of job satisfaction and organizational commitment. Much of this
is highly dependent on the levels of relational dynamics with regard to
communications and interpersonal relations, a key area that is imperative in the
sports sector due to the interplay and rapport within the organization contributing
considerably to overall output and employee morale (Ionescu et al., 2022).

Historical Context and Evolution

Historically, debates about appropriate work practices about the sports

industry have centered on the elite athlete while largely ignoring the rest of the
workforce who support him. This has developed a lack of understanding regarding
conditions at which coaches, trainers, and administrative staff work Pirina, 2022;
Topuz & Çağlayan, 2019). However, recent studies have shown increased
recognition of the need to address these disparities, thus showing transformations in
decent work practices from narrow concerns about athletes to a wider scope
including all positions within sports entities (Dajnoki et al., 2018; Sheptak & Menaker,
2015).

The development of good practices in decent work can be traced from the
increase in professionalization of sports as an industry, which has gradually
transformed into a more institutionalized field over time. This transformation in turn
has led to a clearer distinction of the various roles that significantly contribute to the
success of sports organizations. The development and growth of the industry
involved growing awareness of the basic principle: every worker, regardless of his
position or rank in the organization, has a right to fair treatment and to work under
conditions that are fair and just (Dugalić, 2013). This implies that there was a trend
of attitude change in the society, and movement for rights of all laborers according to
international labor standards and ethical behavior (Ahmad et al., 2022).

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Current Practices and Challenges

Contemporary practices in the sports industry reveal a mixed landscape

regarding decent work. While some sports organizations have put in place policies to
improve working conditions for all their employees, there are still major issues,
especially with job security, fair pay, and working conditions for staff who aren't
athletes (Mutlu et al., 2022; Yildiz, 2014). Research shows that many sports
organizations focus primarily on the needs of top athletes, leaving support staff and
other important roles without proper protections or benefits (Weerakoon, 2016;
Cewińska & Striker, 2011). This gap raises important questions about how committed
sports organizations are to upholding decent work standards for all their workers
(Doghan, 2022). When there are no thorough policies to address the needs of non-
athletic staff, it often leads to high employee turnover and low job satisfaction. This
can negatively impact the overall performance of the organization (Kuvatov, 2023;
Martin et al., 2013). Additionally, the intense pressure to achieve high performance
and the competitive nature of the sports industry can make these problems worse.
This can create a work culture that focuses more on results than on the well-being of
employees (Mazerolle et al., 2015).

HRM Strategies and Approaches

Effective Human Resource Management (HRM) strategies are crucial for

promoting decent work practices in sports organizations. Research has shown that
organizations with strong HRM approaches, including training, development,
performance management, and efforts to keep employees engaged, usually see
higher levels of employee satisfaction and lower turnover rates (Kay et al., 2023;
Cadegiani & Kater, 2019; Kroshus et al., 2015). Additionally, when HRM practices
are designed to meet the specific needs of sports workers, they can significantly
improve how well the organization performs overall (Thrasher et al., 2018).

In sports organizations, where the workforce is very diverse, the role of HRM
in promoting decent work practices becomes even more important. Understanding

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the different needs and motivations of employees helps HRM strategies be more
effective (Mizushima et al., 2022). By using targeted HRM strategies, organizations
can create a supportive work environment that encourages employees to be more
engaged and committed. This, in turn, can lead to better results for the organization
(Hao, 2023).

Effective HRM strategies are crucial in managing the diverse workforce of

sports organizations. By addressing the unique needs of both athletic and non-
athletic staff, HRM practices enhance employee engagement and productivity. This
study aims to demonstrate how well-designed HRM strategies that promote decent
work practices contribute to higher employee satisfaction and better overall
performance, thus underscoring their role in fostering long-term organizational
success in the sports sector.

Impact on Employee Satisfaction and Performance

The link between HRM practices and employee satisfaction in the sports
industry is well established. Research shows that organizations that focus on their
employees' well-being and use supportive HRM practices are more likely to see
better job satisfaction and performance from their staff. This connection highlights
the need for a comprehensive approach to HRM that addresses the various roles
within sports organizations and their unique needs (Chiesa & Przychodzeń, 2019;
Ratten, 2010).

Additionally, good HRM practices can improve overall organizational

performance by creating a positive workplace culture that promotes teamwork and
new ideas (Lacy et al., 2022). When employees feel appreciated and supported, they
are more likely to be engaged in their work. This leads to higher productivity and
greater success for the organization (Kasamatsu et al., 2020).

Factors Influencing Satisfaction

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Many factors affect employee satisfaction in the sports industry, such as job
security, fair pay, and chances for professional growth. Research has shown that
employees who feel their working conditions are fair and supportive tend to report
higher job satisfaction (Goodman et al., 2017; Alsamawi et al., 2014). Moreover,
having good social skills and positive relationships with coworkers is an important
factor in overall job satisfaction (Schinke et al., 2021).

Creating a positive work environment is very important because it affects

employee morale and how long employees stay with the organization. Studies show
that organizations that build a culture of respect and teamwork are better at keeping
their employees and ensuring high job satisfaction (Anderson & Jackson, 2012;
Ruzycki et al., 2022). Additionally, providing opportunities for employees to grow and
develop in their careers is key to improving satisfaction and keeping them engaged
(Deal & Camiré, 2016).

Employee satisfaction plays a vital role in determining organizational success.

Satisfied employees are more likely to stay with the organization, perform better, and
contribute positively to the work environment. This study explores how improving job
satisfaction through fair working conditions and supportive HRM practices can
directly impact organizational performance, helping sports organizations create more
motivated and committed teams.

Relationship Between Satisfaction and Work Performance

The connection between employee satisfaction and work performance is well

documented in research. Studies show that employees who are satisfied with their
jobs tend to be more engaged, productive, and dedicated to their organizations. This
leads to better performance results (Singcram & Thanaiudompat, 2023; Eason et al.,
2017). In the sports industry, creating a positive work environment that focuses on
making employees happy can greatly benefit the organization’s performance (Aldret,
2018).

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Moreover, the link between satisfaction and performance works in both

directions. When employees are more satisfied with their jobs, they are more likely to
make positive contributions to their organization. This creates a positive feedback
loop where satisfaction leads to better performance, which in turn boosts satisfaction
even more (Lacy et al., 2019). This highlights the importance of adopting decent
work practices that focus on employee well-being and satisfaction. Doing so can lead
to better overall results for the organization (Cadegiani & Kater, 2017).

Work performance is closely tied to employee satisfaction and organizational

support. When employees feel secure and valued in their roles, they tend to be more
productive and engaged. This study highlights the connection between creating fair
work conditions and improved performance, showing that when employees perform
well, it leads to better outcomes for the organization and overall success. Focusing
on performance helps underline the importance of balancing expectations with the
well-being of staff to maximize results.

Gaps in the Literature

Despite the growing number of studies on decent work practices in the sports
industry, there are still important gaps, especially when it comes to the experiences
of non-athletic staff. Most research has mainly focused on top athletes, leaving out a
detailed understanding of the working conditions and challenges faced by coaches,
trainers, and administrative staff (Grabowska et al., 2019). This gap shows that more
research is needed to explore the experiences of all types of workers in the sports
sector, not just the athletes.

Furthermore, there is a need for more studies that look at how well specific
HRM practices work in promoting decent work and improving employee satisfaction
in sports organizations. By filling these gaps, future research can help create a better
understanding of decent work practices in sports. It can also help develop more
effective policies and strategies to support all employees in the sports industry.

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Addressing gaps in research by focusing on non-athletic staff, this study

contributes to a more comprehensive understanding of labor conditions in sports
organizations. By highlighting the challenges and experiences of these overlooked
roles, the study provides insights that can help develop fairer and more inclusive
policies for all employees, not just athletes. This broader perspective supports the
promotion of decent work practices across the entire sports industry.

How This Study Aims to Address These Gaps

This study aims to address the gaps identified by looking into how decent
work practices are applied and their impact across different roles in the sports
industry. By focusing specifically on non-athletic staff, such as coaches, trainers, and
administrative personnel, the research wants to uncover their experiences and the
challenges they face. This will help in developing more fair and inclusive labor
practices within the sports sector.

Additionally, the study will investigate how HRM practices affect employee
satisfaction and organizational performance. By providing clear evidence on how
decent work practices impact these areas, the research will highlight the importance
of good HRM practices in the sports industry. This will help contribute to the larger
conversation about labor standards and ethical practices in sports, and support the
principles set by the International Labour Organization (ILO) and the Sustainable
Development Goals (SDGs).

Synthesis

The review of decent work practices in the sports industry highlights several
important points that affect employee satisfaction, organizational success, and
broader societal benefits. First, decent work practices are closely tied to employee
happiness. Studies show that when sports organizations focus on fair treatment, safe
work conditions, and opportunities for growth, employees feel more satisfied with
their jobs. This feeling is boosted by good relationships and clear communication

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within the workplace. Supportive human resource practices, like providing training
and development, are key to creating a positive work environment, which leads to
higher employee morale and loyalty. As a result, companies that invest in these
practices tend to see lower employee turnover and are better at keeping skilled
workers, which helps them stay competitive in the sports industry. The link between
employee satisfaction and better organizational performance is well known. When
employees are happy, they are more engaged and productive, leading to overall
improvements in the organization's success. This shows that focusing on improving
employee satisfaction through decent work practices can result in better outcomes
for the organization. Building a workplace culture that encourages teamwork and
innovation is also important for long-term success. Therefore, implementing decent
work practices not only benefits employees but also helps sports organizations grow
and remain stable over time.

Decent work practices also have broader societal impacts. By promoting fair
and equitable working conditions, sports organizations contribute to global efforts like
the Sustainable Development Goals, especially Goal 8, which stresses the
importance of decent work for everyone. Following international labor standards, as
recommended by the International Labour Organization (ILO), helps sports
organizations play a role in supporting inclusive and sustainable economic growth.
Organizations that actively promote decent work tend to boost their reputation and
attract talent, which strengthens their position in the industry. However, there are still
challenges to overcome, particularly in the treatment of non-athletic staff. In the past,
the focus has mainly been on elite athletes, often overlooking the working conditions
of coaches, trainers, and administrative staff. It’s important to address these gaps to
create a more inclusive environment within sports organizations. Recognizing the
different roles and challenges faced by all employees is crucial for developing
effective human resource strategies that promote decent work for everyone.

In summary, the review shows how vital decent work practices are in the
sports industry, highlighting their effects on employee satisfaction, organizational
performance, and societal contributions. By prioritizing fair treatment and supportive

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work environments, sports organizations can improve employee well-being, boost

their overall success, and align themselves with global labor standards and
sustainable development goals.

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