Performance management of National Sports Organisations: a holistic theoretical model

Purpose Organisational performance of sport organisations has been studied over the last three decades. However, little attention was paid towards performance management (PM) compared to performance measurement. The purpose of this paper is to close this research gap by establishing a holistic perspective for PM of National Sports Organisations (NSOs) that accounts for their uniqueness, the interdependence of their operating systems and their relationship with their environments. Furthermore, this paper presents a holistic model of PM for NSOs. Design/methodology/approach The model was developed from a literature review process and uses the macro, meso and micro framework to describe external and internal environmental influences that affect the PM of NSOs. Findings The NSO’s ability to respond to the dynamics of their external environment by implementing organisational processes that account for the resources available and their structural designs influences their PM. Furthermore, the ability of the individuals within NSO to create enabling environments for PM influences organisational efficiency and effectiveness. Research limitations/implications This paper contributes to sport management literature on the PM of NSOs, and informs sport managers on ways to improve organisational performance by implementing holistic approaches to PM. Originality/value This is the first study that takes a holistic approach to PM of NSO and depicts the specific elements that play a crucial role in managing NSO’s multi-dimensional performance

An Institutional Work Perspective to Performance Management: The Case of Botswana National Sport Organizations

Performance management practices are used by organizations to monitor the efficiency and effectiveness of organizational processes. However, how National Sport Organizations adopt and implement these practices is still unknown. To fill this gap, this research investigates how and why performance management practices are adopted and implemented by National Sport Organizations. Data was collected from documents, 31 semi-structured interviews and five focus group meetings held with 14 Botswana National Sport Organizations and 10 of their stakeholders. The results indicate that stakeholders and individuals within National Sport Organizations play different roles in the creation and maintenance of performance management practices. This information can help sport managers to improve how they implement performance management practices, ensuring the efficiency and effectiveness of their organizational processes and the satisfaction of their stakeholders.Output Status: Forthcoming/Available Onlin

A stakeholder approach to performance management in Botswana National sport organisations

Rationale: Performance management is important to National Sport Organisations as it ensures their transparency and accountability to stakeholders. However, how stakeholders influence the use of performance management systems by National Sport Organisations is still not clear. This study investigates how different stakeholders influence the implementation of performance management among National Sport Organisations. Approach: The study was conducted in Botswana, a Southern Africa country, where semi structured interviews and focus groups were used to collect data from 14 National Sport Organisations and 10 stakeholder groups. Findings: The results revealed that different stakeholders used influence strategies directly and indirectly to affect different performance management stages. Practical implications: This study informs sport managers on how stakeholders use influence strategies on performance management processes, thereby helping them to manage and improve stakeholder relationships. Research contribution: The study contributes to sport management literature and proposes avenues for further research.implement performance management practices that include goal and objective setting, processes and activities, performance measurement, feedback and feedforward. By adopting and implementing these practices, individuals within and outside National Sport Organizations create and maintain performance management as an institutional arrangement. Knowing how performance management practices emerge among National Sport Organizations can help sport managers to effectively implement the practice ensuring the efficiency of their processes and the satisfaction of their stakeholders

An analysis of corporate sponsorships among super league football teams in Botswana

M.Phil