(Un)Sustainable Human Resource Management in Brazilian Football? Empirical Evidence on Coaching Recruitment and Dismissal
Abstract
:1. Introduction
2. Theoretical Framework and Literature Review
2.1. Human Resource Management in Sport
2.1.1. Recruitment and Selection Process
2.1.2. Termination of Employment
2.2. Synthesis
3. Methods
3.1. Sample Description
3.2. Ethical Procedure
3.3. Data Collection
3.4. Data Analysis
4. Results and Discussion
4.1. Recruitment Stage
“Most of the time, a replacement occurs quickly because club officials have their ‘necks hanging’, as someone has just been fired and they urgently need a new coach. Therefore, they start spreading names and voting polls in the media.”(C12)
“Hiring is based on networking, access of agents to clubs. It goes around connections, contacts, friendships with club officials. It happens without any criterion. We could claim that some clubs are not like that, but that would not be true at all.”(C25)
4.1.1. Methods of Selection
“Nowadays, there seems to be a swell of interviews, but I have not experienced one yet. And although I agree with this type of approach, sometimes those people who are hiring the coach do not have the capacity to run this sort of interview.”(C7)
“I have never been interviewed. Can you believe that? I have worked for 200 clubs! It is ridiculous. How do I play, what is my line of work, management, half-time, psychology, concepts, thoughts, game model? Nothing, nothing, nothing! Never, from my heart! It is a shame.”(C19)
“Whenever a club official calls me, he will say: ‘Look, I want to hire you.’ But he does not even know why he is hiring me. Then there is another type of call: ‘I want to talk to you, get to know you, hear about your ideas, your football vision, see if you could evaluate a game, if you could watch our team playing.’ I have lived both kinds, but the most common is a phone call saying: I want to bring you here.”(C23)
“Hiring decisions are still taken out of nothing, without knowing who the coach is, without sitting to talk. It is a role that carries a lot of responsibility, so they should not hand a team to a coach over the phone. ‘XYZ, do you want to come and train our team?’ I feel bad when I receive this sort of calls.”(C5)
“I was interviewed only once ever since I became a football coach in 2004.”(C24)
“I only met with club officials twice. Not only from the clubs where I worked, but including all invitations in my career. All of the others just called to invite me, but none asked me how I worked.”(C1)
“I had three situations that I appreciated, and this is how I understand professionalism should work out. Once in the northeast and twice in the south. I went through selection processes with interviews to understand my game model and working method.”(C13)
4.1.2. Decision-Makers
“A club official has not been prepared for that, and the president does not have a clue about what he really needs. Whether it is a young official or a newly elected president claiming in his speech that he will change and do it differently, we remain with the same idea, profile, and quality of club administrators.”(C15)
4.1.3. Decision-Making
“You are hired based on opportunism, the moment, because you are holding a good campaign at a smaller size club. You are hired by chance, not by planning.”(C3)
“What has caught my attention among all these hiring approaches was that their speech always defended a project: ‘we believe in you, you are our choice to develop this project!’ But in practice, there was never a project! The project is always the next game, or it is about meeting expectations that club officials create, which largely differs from reality most of the time.”(C11)
“Club officials fire a coach, pick another one and call him. They do not want to know how the game model is, nor his working method. They simply replace their coach to transfer their responsibility. I have gone through hiring approaches like these, and I had to accept them. But I confess they were not the best decisions I made.”(C13)
“I have chosen to work with a single club per season, starting a new spell only in the following year in case I am dismissed, because if I had accepted all the proposals I would have had twenty coaching jobs by now. Besides, if I think it is unfair that we as coaches are fired the way we are, I also think it is unfair for me to work at two different clubs in the same year.”(C9)
“Handing out a job just because a coach won a trophy elsewhere already starts off on the wrong foot as such a huge responsibility is given to someone who was only seen through television. Upon his first bad result club officials will claim they did not imagine anything like that, but they did not even bother to learn what kind of work line that coach held beforehand.”(C5)
“We are led by passionate people who care about the media, who know nothing about football. They are literally fans of the club. Coaches are hired now based on voting polls across social media. Nowadays, that is basically how club officials decide.”(C12)
“Up in the northeast, I had left my hometown to fly overnight and get there early for a meeting at 9:00 a.m. There were six people in the meeting, but then the president’s son arrived, took a photo, and posted online. Due to the negative responses online, I ended up not signing with the club. We have become hostages of social media!”(C19)
“It is funny to say that because it obeys more or less the same ritual. Your agent calls to share that there is an interest, then you draw some kind of a proposal. After you reach an agreement, you will sit to talk with club officials. So, there is a financial conversation first, then you sit to talk, but they do not speak about planning, methodology, what you bring as expertise. It is simply given as an opportunity to work.”(C24)
“Club officials are only concerned about hearing how much you want to earn, if they can pay you, for how long the contract would last, if there will be a release clause or not, and in case you accept the offer they will book you a flight ticket. That is it.”(C6)
“Here, club officials label football coaches the following way: ‘I want a disciplinarian, a guy with dialogue, someone with offensive or defensive characteristics.’ They do not define a coach based on his own coaching attributes.”(C17)
“Nobody really asks much about your ideas, what you understand, what and how you intend to implement, how much time you need. It is usually like this: ‘our expectation is to try winning the state league, perform well in the national league, this is the roster, we are changing this, and we have this margin for transfers.’ That is it. It is never a discussion in the technical sense.”(C11)
4.2. Dismissal Stage
“In Brazil, there is a need of labeling coaches, placing us in different boxes. My virtues upon arrival will be transformed into my defects upon departure. If I am hired because of my training methodology and studies, invariably these qualities will become my defects. They serve for nothing because they are used as reasons for my dismissal. There is a rotation of styles and ages as turnovers occur.”(C9)
4.2.1. Methods of Dismissal
“I have gone through all kinds of situations. A direct talk with the president, dismissals by phone, getting fired the day after a match or right after the game in the dressing room. There are clubs formed with committees, and others have a presidential mandate, but in the end they are made of fans taking decisions inside the club.”(C7)
“Unfortunately, a lot of club officials take precipitated decisions upon feeling the pressure, sometimes with the emotion right after the games, during press conferences firing a coach and then regretting it in the following day.”(C5)
4.2.2. Decision-Makers
“It is not always clear who takes the decision. Nowadays, there is even a heavy dispute between coaches and executive directors in the Brazilian market because he hires you, but whenever the situation is not good you are the one who leaves the club, not him. It was his idea, his choice, but you are the scapegoat.”(C24)
“I personally do not consider it is a decision made by presidents alone because lots of them are placed in the role by someone else who dictates their moves from behind the scenes. We cannot confirm who decides. There is no way.”(C21)
“I am aware of cases where the decision came from club sponsors. We know about it because this is shared by people who live inside our environment. For the outside it remains unclear most of the time. At clubs with a presidential regime, the decision usually comes from the president. Whenever there are external forces, they are the ones taking the decision because they invest in the club.”(C5)
4.2.3. Decision-Making
“Regarding results, it is easy, just numbers, a colder analysis. But is it indeed only the work of a coach that is affecting results, or are there other components with a higher influence? Most decisions are based on the emotional state instead of rationality or any sort of analysis. I see this lack of capacity to read what happens inside clubs, the practical knowledge of coaching, what a coach is actually doing.”(C6)
“It is all about emotions. I have experienced it from lower to top division clubs. This pressure that is triggered from fans to the media is a paramount factor.”(C15)
“What motivates the dissatisfaction among club officials is exactly the pressure they suffer at home and out in the streets. So they want to get rid of it as soon as possible, and since nothing stops them from firing a coach, they do it right away.”(C20)
“There is this idea of quickly responding to the media, so ‘by firing the coach I will cool things down for a few days, cast the pressure away from me, and this negative moment turns out to be fully accountable towards the coach.’ This is very bad! It is the answer for whoever is outside because they do not see the work, only results. ‘Let’s replace him to calm down.’ But what do you want to calm down?!”(C5)
“I do not let club officials sign players without my approval, and that brings me a problem. Whenever they force to sign a player, I speak out loud that it is not my referral. Then, when the first unstable moment hits I depend on whoever is in charge.”(C3)
“In the southeast, there was a spell where I did not line up a player who was linked to the president, so he created a problem around that. At a southern club, I faced internal politics between players and a club official. One player ruled the team, so I was obliged to manage without creating uncomfortable zones for him. At a northeastern club, there was an executive director who was very close to some agents to bring certain players, but I did not line them up to play because they lacked performance. Then their agents started complaining. And this happens a lot!”(C2)
“I faced a problem between my club’s main sponsor and the academy ranks. An internal shock forcing me to line up players who belonged to the investor, but I did not accept that. It generated a series of disagreements, some of a lower level from a moral perspective. It was disappointing, and I ended up fired. Then at another club, one director created a framework for players’ agents and tried to interfere in my work, and since I did not accept that either he convinced people to fire me.”(C8)
“There were moments when the dismissal was informed without any sort of explanation. Someone comes over to announce that you are out. ‘OK, but what is happening?’ It is simply like this: ‘Swing by on Tuesday or just let your lawyer know that we will get in touch.’ When there is an explanation it is because things were not going well and they needed to change, always like this.”(C24)
“In these moments of breaching an agreement a lot of people hide away because it is always a difficult time. For example, in the southeast, right after a game, things got awkward when I was returning to the dressing room. I received text messages from my personal press officer saying there were rumors in the media claiming I was about to get fired. The executive director was in front of me denying it. In the end both of us were fired, but nobody came down to tell us the decision was already taken. I was only communicated because I pressed the club’s president to come down to the dressing room and talk to me before I spoke with my players, otherwise I would talk to them, leave, and then learn about my dismissal.”(C18)
“Club officials do not pay the coach! Head coaches leave the club and depend on receiving their debts in installments, which are not honored either. It took 19 years for a colleague to get paid by a famous club. This brings restlessness for coaches.”(C14)
“We have an aggravating issue that no other country has: honoring a contract, regardless of keeping a coach or not. Even if the contract was duly signed, a breach of agreement is rarely respected. When a coach is fired in Brazil, it will take him on average five, six years to get paid.”(C16)
“If club officials are not forced to pay their debts and financial obligations, they will keep on firing endlessly. They do not pay anyone! They try their luck by replacing coaches. It has not worked out with this one, let us change, and once again! I have money to receive from a club in the southeast. Do you know when I will get paid? Maybe five years from now if I sue them in court! This is the environment where I work. It is easy for the system to discard me.”(C22)
5. Conclusions
5.1. Managerial Implications
5.2. Limitations and Future Research
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Football Club | Club Location | Region | |
---|---|---|---|
1 | América-MG | Belo Horizonte | Southeast |
2 | América-RN | Natal | Northeast |
3 | Athletico-PR | Curitiba | South |
4 | Atlético-GO | Goiânia | Midwest |
5 | Atlético-MG | Belo Horizonte | Southeast |
6 | Avaí | Florianópolis | South |
7 | Bahia | Salvador | Northeast |
8 | Botafogo | Rio de Janeiro | Southeast |
9 | Brasiliense | Taguatinga | Midwest |
10 | Ceará | Fortaleza | Northeast |
11 | Chapecoense | Chapecó | South |
12 | Corinthians | São Paulo | Southeast |
13 | Coritiba | Curitiba | South |
14 | Criciúma | Criciúma | South |
15 | Cruzeiro | Belo Horizonte | Southeast |
16 | CSA | Maceió | Northeast |
17 | Figueirense | Florianópolis | South |
18 | Flamengo | Rio de Janeiro | Southeast |
19 | Fluminense | Rio de Janeiro | Southeast |
20 | Fortaleza | Fortaleza | Northeast |
21 | Goiás | Goiânia | Midwest |
22 | Grêmio | Porto Alegre | South |
23 | Guarani | Campinas | Southeast |
24 | Internacional | Porto Alegre | South |
25 | Ipatinga | Ipatinga | Southeast |
26 | Joinville | Joinville | South |
27 | Juventude | Caxias do Sul | South |
28 | Náutico | Recife | Northeast |
29 | Palmeiras | São Paulo | Southeast |
30 | Paraná | Curitiba | South |
31 | Paysandu | Belém | North |
32 | Ponte Preta | Campinas | Southeast |
33 | Portuguesa | São Paulo | Southeast |
34 | Prudente/Barueri | Presidente Prudente | Southeast |
35 | Red Bull Bragantino | Bragança Paulista | Southeast |
36 | Santa Cruz | Recife | Northeast |
37 | Santo André | Santo André | Southeast |
38 | Santos | Santos | Southeast |
39 | São Caetano | São Caetano | Southeast |
40 | São Paulo | São Paulo | Southeast |
41 | Sport | Recife | Northeast |
42 | Vasco | Rio de Janeiro | Southeast |
43 | Vitória | Salvador | Northeast |
Category | Theme, Higher-Order | Subtheme, Lower-Order |
---|---|---|
Recruitment stage | ||
Methods of selection | Telephone call | |
Personal meeting | ||
Decision-makers | ||
Decision-making | Availability | |
Recent results | ||
Popular name | ||
Salary range | ||
Job analysis | ||
Dismissal stage | ||
Methods of dismissal | Telephone call | |
Personal meeting | ||
Media | ||
Decision-makers | ||
Decision-making | External pressure | |
Internal pressure | ||
Communication | ||
Accountability |
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Galdino, M.; Lesch, L.; Wicker, P. (Un)Sustainable Human Resource Management in Brazilian Football? Empirical Evidence on Coaching Recruitment and Dismissal. Sustainability 2022, 14, 7319. https://doi.org/10.3390/su14127319
Galdino M, Lesch L, Wicker P. (Un)Sustainable Human Resource Management in Brazilian Football? Empirical Evidence on Coaching Recruitment and Dismissal. Sustainability. 2022; 14(12):7319. https://doi.org/10.3390/su14127319
Chicago/Turabian StyleGaldino, Matheus, Lara Lesch, and Pamela Wicker. 2022. "(Un)Sustainable Human Resource Management in Brazilian Football? Empirical Evidence on Coaching Recruitment and Dismissal" Sustainability 14, no. 12: 7319. https://doi.org/10.3390/su14127319
APA StyleGaldino, M., Lesch, L., & Wicker, P. (2022). (Un)Sustainable Human Resource Management in Brazilian Football? Empirical Evidence on Coaching Recruitment and Dismissal. Sustainability, 14(12), 7319. https://doi.org/10.3390/su14127319