Human Resources Empowement VS. Sport Achievement

Heri Yusuf Muslihin

and Sri Mulyati

Sport Education Program, Postgraduate School, Universitas Pendidikan Indonesia, Jln. Dr. Setiabudhi No. 229,

Bandung, Indonesia

Galuh University Jl. RE Martadinata 150, Ciamis, Indonesia

Heriyusuf75@gmail.com

Keywords: Human Resources, Empowerment, Sport Achievement.

Abstract: Sports achievement can be achieved through a sustainable process and takes a long time. Sporting

achievements will also not be separated from the role of Human Resources (HR) involved in coaching. This

study aims to investigate the impacts of human resources empowering towards athletes' achievement. The

study employs a cross-sectional designs promoting survey to collect data. The samples, which are 108 HR of

sport, are selected purposively. The instrument used in this study is questionnaire distributed to all the

samples, interview and documentation review of the study. In the meantime, statistical computation is

analyzed using SPSS version 17. The results show that the human resources who participate in empowering

at training are unable to improve sports performance. Sports achievements can be achieved with more

intensive HR engagement, a clear career path of HR and comprehensive enforcement of rules within

organizations.

1 INTRODUCTION

Athlete achievement can be achieved through

continuous training. To achieve the achievement, it

takes long process and long-time (Duda and Nicholls,

1992). Sports achievements are influenced by various

factors, among others, team fans club, political

policies and sport marketing strategies (Rattanapian

and Tingsabhat, 2017), family empowerment,

(Ismayilova et al., 2014), Anxiety (Abrahamsen et al.,

2008). The role of human resources in achieving sport

is also important not only from the athletes.

Role of human resources (HR) is very important

because the achievement of the athlete depends on the

involvement of all HR. HR empowerment has

individual and organizational advantages. Strategic

guidance from the level of the work unit, Strategic

implementation at the level of the work unit,

increased work unit efficiency, increased customer

focus, increased emphasis on problem solving and

prevention, and increased respect and trust among

work units (Kriemadis and Papaioannou, 2006).

Improve cross-functional coordination (Ransom,

1994). Increased employeed commitment to their

organization, improve service quality (fulford and

Enz, 1995) Increased customer satisfaction within the

service industry due to the impact of an empowering

servis enviroment on customer perceptions (Brymer,

1991), and the need for the employees who can more

readily adapt to customer needs (Hartline and Ferrell,

1996)

Employee benefits from empowerment include:

improved motivation (Keppelman and Prybutok,

1995), increased personal strengths (Dodd and

Gutierrez, 1990), added accountability (Shearer and

Fagin, 1994), increased personal power and sense of

self-efficacy (Dodd and Gutierrez, 1990), increased

abilities to achieve full personal potential (Crawford,

1995), increased job satisfaction, reduced turnover

and creates a culture that support high service quality

(Brymer, 1991; Sparrowe, 1994; Fulford and Enz,

1995; Bowen and Lawler, 1992).

Based on organizational profits and also

individually can generate profits for increased sports

achievement. This study discusses the empowerment

in the sports sector that has not been touched in detail,

especially the use of all HR in the development of

athletes in the sport.

Hypothesis in this research is empowerment able

to improve athlete performance. The purpose of this

study is to analyze the empowerment of HR related

achievement of athletes.

212

Muslihin, H. and Mulyati, S.

Human Resources Empowement VS. Sport Achievement.

In Proceedings of the 2nd International Conference on Sports Science, Health and Physical Education (ICSSHPE 2017) - Volume 2, pages 212-215

ISBN: 978-989-758-317-9

2 METHODS

This study employed survey research, because the

study wanted to know the description of the

empowerment associated with the success of sports

achievement. The design used in this research is

"cross sectional survey design". The population in

this study was the HR involved in coaching athletes

in each sport. District / city in West Java. The

population that the authors took in this research were

all the HR sportsmanship’s in the environment 1) the

sports department, 2) KONI, and 3) pengcab / sports

club in 10 districts / cities located in West Java. In this

research, the writers selected purposive sampling

technique. The sample taken in this study had the

following characteristics: 1) Available in all districts

/ cities where the research was conducted, 2) Have

followed the training process, 3) Have followed the

development process, 4) Active in the athlete

coaching process. The sample used is 108 people.

In this study using interviews, tracking documents

and questionnaires in data collection. The first pattern

of data collection was interviews conducted with

stakeholders in sports organizations who were the

subject of research. The policy stakeholders that were

interviewed were elements of the board of the

Indonesian Olympic Committee (KOI) or the official

in charge of sports. In addition, the writers also

interviewed the human resources of sports which

became the sample of the study. It was intended to

know the extent to which the organization empowers

human resources in the process of athlete coaching.

Library study was conducted using data of sports

branch. The data aforementioned was the

participation in the championships, organizational

empowered data resources, human resource data, and

championship data.

Questionnaires were distributed to the HRs

involved in the sports organization either through

KOI or the sports organization's parent.

Questionnaire distributed to HR involved in coaching

by distributing and after about three weeks, the

questionnaire was collected by the writers, to process

the results. In this study the instrument was a

questionnaire based on the variables empowering

human resources sports and sports achievements.

Data processing using SPSS version 17.

3 RESULTS AND DISCUSSIONS

The results show that the role of coaches and referees

in carrying out coaching is often disrupted by the

administrators who have the authority to decide to

empower people. Often individual empowerment is

more likely to be given to people with policy-makers.

Among others are siblings, close friends or people

who are considered to be trusted to keep the secret of

leadership. Empowerment strengthens employees

and provides them with job enrichment, that is, a

sense of possession, the ability to participate within

an organization’s borders and control over their

business (Nelson and Quick, 2012). This means that

the participation of the coaches and referees is given

in full so that in building the athletes they will be free

to act.

Furthermore, in empowering trainers and referees,

they are provided with the flexibility to do things

from planning to evacuation. Empowered people

make budgets, schedules, amounts of work, control

things, solve quality problems and carry out activities

once regarded as duties of managers (Robbins, S.P

and Coulter, M 2010). Empowering employees can be

done by giving four elements to employees that can

make them act freer to accomplish in their work:

information, knowledge, power and respect (Draf,

2010). This means that the flexibility of giving

responsibility for the trainers and referees will

encourage them to try to print athletes to achieve

optimal performance.

Limited empowerment should not be allowed in

the effort to support the careers of trainers and

referees so as to have the potential to improve the

performance of athletes optimally. The careers of a

coach and the referee will depend on how much of a

role they are given. Career is a pattern of experience

related to work (eg: job positions, job obligations,

decisions and subjective interpretation of events

related to work) and activities throughout the life span

of a person. This will help coaches and referees to

increasingly have a big role and responsibility in

coaching athletes.

This is not in accordance with the assumptions

through the proposed research. Empowerment is a

major factor for sport business activity (Kriemadis

and Papaioannou, 2006), in less wealthy football

clubs there was a strong and positive relationship

between average of revenues and communication

system skills” and the “total of all managerial

functions (Papaioannou, et al., 2009). Some pillars

could be regarded as possible drivers of an effective

system because they were prioritised in the most

successful sample nations: financial resources (pillar

1), athletic and post-career support (pillar 5), training

facilities (pillar 6) and coach development (partly

pillar 7) (De Bosscher, 2009).

Human Resources Empowement VS. Sport Achievement

213

In this study, it was concluded that the

implementation of empowerment is a profitable thing

that allows the organization to achieve goals,

especially in achieving both organizationally and

individually. However, in the implementation of the

empowerment is very complex and requires a process

that is long enough, from the planning stage to the

evaluation phase. This is what allows no

improvement in achievements that are affected by

empowerment.

The results of this study explain that

empowerment does not affect the achievement of

athletes. This is due to the factories in the model of

nine pillars of sports policy. The factories of

influencing international success are expressed by de

Bosscher (2006), not just coach development which

is the key to achievement, but there are still eight

more factors that contribute to help improve athlete's

performance

The writers consider that the training and

development carried out on the human resources of

sport is very important to be done in an effort to add

insight and skill. With the increased knowledge and

skills of the sportsmanship HR can pour its potential

in fostering athletes to achieve optimal performance.

After going through the training and development

process then of course the science must be transferred

to improve the real work of the coaches and referees.

Transfer of knowledge obtained by trainers,

referees and other sportsmanship of the course must

be a careful consideration of the organizers of the

organization. It is intended to improve the

regeneration of sportsmanship personnel who have

attended training and development. Coaches are often

found who were employeed little or no regard for

their qualifications as educators. They have often had

winning teams, have had access to important political

figures, and in many cases are excellent teachers of

their given sport.

In the context it is clear that there is often close

proximity to boards or proximity to political defeats,

people who have the potential to improve the

performance of athletes. Even if there is no

confidence in the participation of new sports HR

training and development then it should be the role of

the board to find a solution to increase its

participation in the process of coaching athletes in the

field

4 CONCLUSIONS

Empowerment of trainers and referees in coaching

athletes is not able to help improve achievement. This

is because the empowerment done by the organization

is often not running optimally so that empowerment

does not directly affect the achievement of athletes.

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