Diversity and Inclusion in Sport Organizations by George B. Cunningham

Author:George B. Cunningham [Cunningham, George B.]
Language: eng
Format: epub
Publisher: Taylor and Francis
Published: 2019-01-30T06:00:00+00:00

Stakeholders

Recall from Chapter 4 that stakeholders are internal or external constituents who have a stake or interest in the organization (Clarkson, 1995). External stakeholders can influence many aspects of an organization, including who is hired and the ratings of individuals.

Bento, White, and Zacur (2012) illustrated the potential role of external stakeholders in perpetuating negative experiences for people considered overweight or obese. Many organizations will use 360-degree evaluations to assess performance. In doing so, they gather performance feedback from a variety of individuals, including colleagues, one’s supervisor, direct reports, and people external to the unit, which can include individuals outside the organization. Cultural preferences for certain body sizes can negatively influence stakeholders’ ratings, even when performance is high.

It is also possible that perceived stakeholder expectations can influence personnel decisions. For example, decision-makers in the fitness industry might presume that clients and potential clients expect employees to have a certain body type. As a result, the hiring director might be unwilling to recruit or hire people considered overweight or obese. Consistent with this rationale, Philips and Drummond (2001) found that US stakeholders expected men fitness leaders to have a lean and defined body. In Japan, body expectations are for exercisers and leaders to be lean, with an emphasis on weight loss (Andreasson & Johansson, 2017). These expectations mean that people considered overweight or obese are likely to face barriers in those settings.

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