Hoctor , Andrew (2012) Nepotism & HRM practices - How they affect player satisfaction: A Study of G.A.A Clubs. Masters thesis, National College of Ireland.
The aim of thesis was to try and establish the effects that nepotism practice and HRM practise had on player satisfaction in G.A.A clubs. Firstly the researcher conducted a review of literature and found a significant amount of material on the effects of both practice in a business context.
The researcher then decided to conduct a review of the literature in relation to the practice within sporting organisations. It was found that nepotism was present in sporting organisations. There was little or no evidence of the application of HRM in sports But there seem to be a lot of evidence in relation to the effects that both had on employee satisfaction. So it came apparent to the researcher that sporting organisations may have similar effects in relation to its members but mainly its players.
It was from this anecdotal and empirical evidence that the researcher drew the research questions. The surveys were conducted thought out Ireland. There were 5 different regions involved, participants from Munster, Connaught, Leinster, Dublin and Ulster. This was in order to obtain a good sample size but also to get an in-depth insight into both practices, it was decided to conduct both quantitative and qualitative research Questionnaires were used with 143 respondents from 11 different clubs. One group interview of 4 ex-players was then conducted for a clearer insight.
The results were significant, both sets of results showed that nepotism was having a significant negative effect on player satisfaction whilst HRM practices were having or would have a significant positive effect on player satisfaction. The findings were that player satisfaction was effecting intention to quit (commitment), but that the reputation of the club seemed not be effected by this.
The research was very significant, because one of the main issues for the clubs was lack of commitment. Here the researcher has identified a possible solution to this problem that could improve team performance. It also shows that HRM is applicable to many different organisations and not just business firms.
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