Empowerment and positive attitude, key to tennis club management


  • Miguel Irigoyen Tennis Confederation of Central America and the Caribbean (COTECC)




empowerment, attitude, training, participation


In this article I share some of what I have learnt over my years working in social and sports clubs. Recruiting the workforce with a non-traditional methodology, and achieving 80% of those selected, suitable for the position. Achieving a good relationship between employee and employer as the basis of the working environment that should prevail within the Club. I share experiences, which lead us to think that each manager should create their own resources to better train the staff. Finally, I recommend reading various sources on "Empowerment", without losing sight of the fact that attitude is fundamental in the management of clubs and restaurants.


Download data is not yet available.


Dessler, G. (1996). Administración del Personal. Sexta Edicion. Prentice-Hall Hispanoamerica, S.A.

Escamilla-Fajardo, P., Núñez-Pomar, J. and Parra-Camacho, D. (2019), "Does the organizational climate predict the innovation in sports clubs?", Journal of Entrepreneurship and Public Policy, Vol. 8 No. 1, pp. 103-121. https://doi. org/10.1108/JEPP-03-2019-104 DOI: https://doi.org/10.1108/JEPP-03-2019-104

García Buades, E. (2007). Optimización de la toma de decisiones y solución de conflictos en organizaciones deportivas. En Ma. Carmen Sánchez Gombau (Coord.). Marketing y Recursos Humanos en Organizaciones Deportivas. Editorial EOS. Madrid.

Hoekman, R., Werff, H. V. D., Nagel, S., & Breuer, C. (2015). A cross-national comparative perspective on sport clubs in Europe. In Sport Clubs in Europe (pp. 419-435). Springer, Cham. DOI: https://doi.org/10.1007/978-3-319-17635-2_23

Miryousefi, S. J., & Darekordi, F. (2020). Effect of psychological empowerment on organizational innovation with the Mediating Role of Knowledge Transfer in Sport Club Employees. Scientific Journal Of Organizational Behavior Management in Sport Studies, 7(1), 125-136.

Moscoso, S. (2000). Selection interview: A review of validity evidence, adverse impact and applicant reactions. International Journal of Selection and Assessment, 8(4), 237-247. DOI: https://doi.org/10.1111/1468-2389.00153

Papadimitriou, D. (2002). Amateur structures and their effect on performance: the case of Greek voluntary sports clubs. Managing Leisure, 7(4), 205-219. DOI: https://doi.org/10.1080/1360671021000056570

Rady, B. A., Elshreef, A. M. M., & Abd-el-Kader, A. F. (2010). The Electronic Marketing and Services Quality in Sports Clubs. World Journal of Sport Sciences, 3(8), 804-15.

Sibson, R. E. (1994). Maximizing Employee Productivity: A Managers Guide. Amacon Publ.

Stenling, A., & Tafvelin, S. (2016). Transfer of training after an organizational intervention in Swedish sports clubs: A self-determination theory perspective. Journal of Sport and Exercise Psychology, 38(5), 493-504. DOI: https://doi.org/10.1123/jsep.2016-0084

Tinaz, C., & Emiroglu, O. (2020). Reopening of tennis clubs and solutions for changing consumer habits in the COVID-19 era. ITF Coaching & Sport Science Review, 28(81), 35-37. DOI: https://doi.org/10.52383/itfcoaching.v28i81.39

Vos, S., Breesch, D., Késenne, S., Lagae, W., Hoecke, J. V., Vanreusel, B., & Scheerder, J. (2012). The value of human resources in non-public sports providers: The importance of volunteers in non-profit sports clubs versus professionals in for-profit fitness and health clubs. International Journal of Sport Management and Marketing, 11(1), 3. DOI: https://doi.org/10.1504/IJSMM.2012.045487



How to Cite

Irigoyen, M. (2022). Empowerment and positive attitude, key to tennis club management. ITF Coaching & Sport Science Review, 30(87), 14–17. https://doi.org/10.52383/itfcoaching.v30i87.348