LEISURE INDUSTRIES MANAGEMENT - HUMAN RESOURCES BRE104

Develops management strategies for human resources in a recreation or fitness service, or facility. People are a key resource for any business. This course develops an understanding of important human resource issues such as work schedules, developing a team approach, team performace, staff recruitment, evaluating staff performance, and communication between staff. Builds on Leisure Management I, but can stand alone.

Leisure Management Course

  • Study Leisure Management by Distance Education

Develop the ability to conceive and implement management strategies for human resources in a recreation or fitness service, or facility.

CONTENTS

Lessons are structured as follows:

  1. Work Schedules
  2. Work Teams
  3. Workplace Efficiency
  4. Recruitment
  5. Staff Performance
  6. Workplace Communications
  7. Staff Grievances
  8. Developing a Staff Manual

Aims

  • To manage work schedules.
  • Manage a work team
  • Develop work team performance, to improve productivity and efficiency
  • Manage the recruitment of new staff.
  • Manage performance of individual members of staff.
  • Maintain good communication with staff.
  • Deal with staff grievances.
  • Produce a staff manual for a workplace.

 

Course Duration: 100 hours


What Makes an Effective Supervisor?

A supervisor must have a range of skills, personal attributes and values to cope with this array of tasks and be effective in doing so.  Supervisors need to display technical, human and conceptual skills. 
Some personal qualities and skills of an effective supervisor include: 

  • Attentive 
  • Knowledgeable 
  • Clarity 
  • Objective 
  • Strong-minded 
  • Strong-leader
  • Supportive 
  • Diplomatic (or tactful)
  • High-expectations 
  • Trustworthy 

We can list all the positive personal attributes, skills and values which an effective supervisor should possess; we can also identify poor supervisor when we come across them but have we ever considered why someone is a bad supervisor.  Even supervisors can and should develop their skills, but before the development of skills can take place they must first be able to identify areas of weakness. 

It is easy to make comparisons between good or effective supervision and bad or poor supervision if we look at them respectively. 

The ‘Good’ Supervisor

Are empathic, genuine, open, and flexible and respect employees as developing professionals.

Able to function effectively in an authoritarian role and are able to give clear and frequent indications of their evaluation of the counsellor’s performance. 

Show high levels of conceptual functioning, and have clear sense of their own strengths and limitations 

Are knowledgeable and competent in their industry. They have extensive training and wide experience in the field, which have helped them achieve a broad perspective of the work. 

Have the professional skills of good teachers, applying learning theory, developing sequential short-term goals, evaluating interventions and supervisee learning and they are good consultants, e.g. objectively assessing problem situation, providing alternative interventions and/or conceptualisations of a problem. 

EXAMPLES OF WHAT YOU MAY DO IN THIS COURSE

  • Prepare a work schedule, in accordance with a given job specification.
  • List items of information which legally must be maintained in staff records.
  • Explain different methods of maintaining work records.
  • Calculate pay for a specified case study, including deductions for taxation and superannuation.
  • Write a procedure for the maintenance of essential work records, in a specified recreation workplace, and in accordance with Quality Assurance Standard 9002.
  • Explain different delegation techniques appropriate to a specified recreation workplace.
  • Develop procedures to ensure different work tasks in a recreation workplace are performed in accordance with employer policy.
  • Plan work programs, for different situations, including *delivery of a specified activity program *maintenance of a specified recreation facility.
  • Develop a procedure to monitor work performance which satisfies the Quality Assurance Standard 9002.
  • Develop criteria for evaluating team performance in different situations.
  • Evaluate performance of a team, using criteria developed in 3.1.
  • Analyse evaluation made of the performance of a work team.
  • Develop recommendations for improvement of work team performance evaluation.
  • Develop a summary for a work team training program, in response to specified recommendations which have been developed.
  • Analyse staff needs in different recreation workplaces you visit, to determine areas where adjustments may be desirable for allocated manpower hours.
  • Explain the purpose of job specifications, including control of work tasks.
  • Develop strategies to locate potential employees, for different specified situations in the recreation industry, detailing those strategies.
  • Write copy for specified job advertisements, including *a classified of thirty five words *a small display advertisement.
  • List criteria for staff selection, in a specified situation.
  • Plan a standard job interview, in accordance with a given job specification, to run for twenty minutes.
  • Explain initiation procedures for a new member of staff, in accordance with a given job specification and specified situation.
  • Define "probation period" in a specific workplace.
  • Compare the legal implications of recruiting new staff in accordance with different specified procedures.
  • Explain differences in staff recruitment processes in different large organisations.
  • Explain different methods of assessing work productivity.
  • Design an Employee Performance Appraisal Form for a specified situation in the recreation industry.
  • List difficulties in using employee appraisal forms.
  • Evaluate the performance of different employees, in different recreation workplaces, using staff appraisal forms.
  • Develop a list of procedures to review changes, in the skills of an employee.
  • Explain career advancement opportunities for staff in different recreation workplaces you investigate.
  • Explain career paths for different different specified recreation industry jobs using illustrations.
  • Explain the purpose of staff meetings in a specified recreation organisation.
  • Explain the effectiveness of communication systems between staff and management in different, specific, recreation organisations.
  • Write an organisational procedure, to provide management with feedback from employees on any work related issues.
  • Explain different techniques of conflict resolution, appropriate to a specified problem in the workplace.
  • List guidelines for maintaining morale in a workplace.
  • Explain different types of grievance, in a specific workplace.
  • Explain the role of an employee or union representative in dealing with a grievance.
  • Explain the role of a supervisor in dealing with a grievance in a specific case study.
  • List guidelines to follow when dealing with a grievance.
  • Develop a formal procedure for dealing with grievances in a specified workplace situation