Managing Psychological Contracts: Employer-Employee Expectations and Non-Athlete Pasifika Professionals in the National Rugby League (NRL)

Lakisa, D; Taylor, T; Adair, D

Managing Psychological Contracts: Employer-Employee Expectations and Non-Athlete Pasifika Professionals in the National Rugby League (NRL)

Lakisa, D

Taylor, T Adair, D

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Publisher:: Taylor and Francis Group
Publication Type:: Journal Article
Citation:: Journal of Global Sport Management, 2023, 8, (1), pp. 139-160
Issue Date:: 2023

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Field	Value	Language
dc.contributor.author	Lakisa, D https://orcid.org/0000-0001-5556-3132
dc.contributor.author	Taylor, T
dc.contributor.author	Adair, D https://orcid.org/0000-0001-7998-3414
dc.date.accessioned	2024-03-07T03:50:26Z
dc.date.available	2024-03-07T03:50:26Z
dc.date.issued	2023
dc.identifier.citation	Journal of Global Sport Management, 2023, 8, (1), pp. 139-160
dc.identifier.issn	2470-4067
dc.identifier.issn	2470-4075
dc.identifier.uri	http://hdl.handle.net/10453/176248
dc.description.abstract	© 2020, © 2020 Global Alliance of Marketing & Management Associations (GAMMA). In Australia, a substantial proportion of men’s National Rugby League (NRL) players are of Pasifika (Pacific Islander and Māori) origin; however, this cultural group is a more modest proportion of the NRL’s non-athlete workforce. Using psychological contract (PC), we explored workplace expectations of non-athlete Pasifika employees and their employers in the NRL, either within the league or clubs. In terms of methodology, a ‘talanoa’ approach to interpersonal dialogue provided the framework for culturally relevant conversations, stories and ideas exchange with 30 individuals, including 20 Pasifika NRL employees and 10 non-Pasifika employers. Additionally, 21 sessions of fieldwork, including participant observations at Pasifika rugby league events were also used to collect data. Results indicate Pasifika knowledge and contribution are important in the NRL workplace. It is clear there is a positive shift to a ‘balanced’ psychological contract based on increased visibility and intercultural sharing of experiences and knowledge systems by Pasifika employees. However, non-Pasifika employers are still grappling to understand Pasifika socio-cultural sensibilities and to translate that, as appropriate, into management approaches. Diversity management is a tentative work in progress, with little knowledge about how management practices might optimize the skills and expectations of Pasifika employees with a view to better understanding and managing PC in professional sport.
dc.language	English
dc.publisher	Taylor and Francis Group
dc.relation.ispartof	Journal of Global Sport Management
dc.relation.isbasedon	10.1080/24704067.2020.1775020
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject.classification	3504 Commercial services
dc.subject.classification	4207 Sports science and exercise
dc.title	Managing Psychological Contracts: Employer-Employee Expectations and Non-Athlete Pasifika Professionals in the National Rugby League (NRL)
dc.type	Journal Article
utslib.citation.volume	8
pubs.organisational-group	University of Technology Sydney
pubs.organisational-group	University of Technology Sydney/Faculty of Business
pubs.organisational-group	University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	University of Technology Sydney/e-Press
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2024-03-07T03:50:24Z
pubs.issue	1
pubs.publication-status	Published
pubs.volume	8
utslib.citation.issue	1

Abstract:

© 2020, © 2020 Global Alliance of Marketing & Management Associations (GAMMA). In Australia, a substantial proportion of men’s National Rugby League (NRL) players are of Pasifika (Pacific Islander and Māori) origin; however, this cultural group is a more modest proportion of the NRL’s non-athlete workforce. Using psychological contract (PC), we explored workplace expectations of non-athlete Pasifika employees and their employers in the NRL, either within the league or clubs. In terms of methodology, a ‘talanoa’ approach to interpersonal dialogue provided the framework for culturally relevant conversations, stories and ideas exchange with 30 individuals, including 20 Pasifika NRL employees and 10 non-Pasifika employers. Additionally, 21 sessions of fieldwork, including participant observations at Pasifika rugby league events were also used to collect data. Results indicate Pasifika knowledge and contribution are important in the NRL workplace. It is clear there is a positive shift to a ‘balanced’ psychological contract based on increased visibility and intercultural sharing of experiences and knowledge systems by Pasifika employees. However, non-Pasifika employers are still grappling to understand Pasifika socio-cultural sensibilities and to translate that, as appropriate, into management approaches. Diversity management is a tentative work in progress, with little knowledge about how management practices might optimize the skills and expectations of Pasifika employees with a view to better understanding and managing PC in professional sport.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/176248