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Developing a performance management framework for a national sport organisation

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  • Ian O’Boyle

Abstract

Organisational performance has become an imperative management function within the non-profit sport context as increased pressure is placed on these organisations to provide a quality service to stakeholders in an accountable and transparent manner. The case presented here examines the issue of developing and implementing a robust performance management tool that can potentially help national sport organisation managers with the multitude of performance challenges now facing these organisations. The theoretical underpinnings of a performance management tool are presented followed by background information to a fictional national sport organisation (Racquetball Australia) and views from the CEO of the organisation in relation to the topic of performance management. The case is written from a fictional perspective so that instructors may adapt the case to suit the geographical context in which the class is taking place.

Suggested Citation

  • Ian O’Boyle, 2015. "Developing a performance management framework for a national sport organisation," Sport Management Review, Taylor & Francis Journals, vol. 18(2), pages 308-316, April.
    • Handle: RePEc:taf:rsmrxx:v:18:y:2015:i:2:p:308-316
    DOI: 10.1016/j.smr.2014.06.006
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