An Investigation on the Current Situation of Sports Center Internship - Cases of Taipei City Sports Center

• Main Authors: SUN,CHIH-CHUAN, 孫質荃
• Other Authors: Yang,Chi-Wen
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/ms8qa7

碩士 === 國立臺北教育大學 === 體育學系碩士班 === 105 === Purpose: The purpose of this study was to explore and investigate the current intern situations, human resource management strategies, and the difficulties encountered by Taipei City Sports Centers from an enterprise perspective. Methods: This study Adopted qualitative research of case studies, through data collection methods by questionnaires, interviews, and documentations, with contracted cooperation vendors of Taipei City Sports Centers as our target studies, and the person in charge of their internship systems as our subject of interviews. Results (A) Current situation: Most sports centers apply internships system of 6 years or more, on hourly basis of $120-250 per hour. The four main contact internship units are operation, training and curriculum, service center, and human resource, where interns engaged mostly in passive or approached contact response. There are orientation trainings for interns as well as internship with personnels. Interns are covered by insurance, and are positioned as either students, full-time employees, or part-time students, engaging mainly in the field of maintenance, repair, cleaning, ground patrol and other labor work. (B) Human resource management strategy: 1. Selection : There are three internship selection systems available: single, rotary, or a mixture of single and rotary. Mostly selection candidates are from colleges in the north, and are required to sign a memorandum of cooperation and an internship contract. Selection qualification includes job interviews and in consideration of their field of interest or job location distance from home. 2. Placement: Requires a professional license, positive attitude, dedicated service, eloquence, and coherent arrangement abilities for handling gym, swimming pool department, courts, front desk counter, customer service, or departments with summer and winter camp activities. 3. Training: There are orientation trainings on etiquette, management procedures, sports center opening and closing operations. There are also on-the-job training on first aid, fire and labor safety. Other intern trainings also include attending seminars, participation in outside vocational training, dispatch assignments, and so on. 4. Advancement : There are no channel for promoting interns to full time employees. All positions for full time employment require new interview process. After internships, about 5% of the interns will get hired into full time job position. Performance will be based on supervisor evaluation and self-assessment. There will be merit awards to reward good performance via for scholarships and salary increases, while poor performance punishment will be reflected in pay cuts.5. Retention : Wage basis to comply with both the Labor Standards Law and the corporate salary structure, while also providing welfares such as free meals and use of sport center venues, additional meal subsidy, employee travel, and group insurance benefits. Retention factors to decide if employees will remain working includes consideration of work environments, job location distance from home, company policies, organization atmospheres, and self interests, etc.（C）Difficulties encountered: Internship salary, lack of professional licenses, and poor work attitude are the three main challenges encountered. It will be helpful to resolve these challenges, if there can be establishment of reinforcing laws, requiring professional knowledge acquisition prior to internship, and through school's communication with parents, etc. The three categories most lacking are insufficient professional license and lack of pre-job education, not enough statutory basis to regulate, and lack of specialists to take in charge. It will also be beneficial if there are specialized courses in the school to be completed prior to the job: social and humanities courses, planning courses, and sports industry management courses. Conclusions : (A) Enterprise: To improve the sports center internship system, it will be beneficial to aim to establish regulatory laws, set up internship counseling and guidance unit for a single contact window, and to develop welfare incentives. (B) Schools: To assist schools to better prepare candidates for internships, it will be beneficial to examine the contents of the school curriculum, to be in tuned with the latest social knowledge, and to choose necessary required course adjustment and have internship practice phase division.