This study explores the different perceptions of effectiveness among four constituent groups of stakeholders in Singapore national sports associations. The four groups are athletes, board members, coaches, and secretariat staff. The study applies a qualitative research methodology. It uses a focus group and semi-structured interviews across 25 national sports associations. The qualitative data is analysed using NVivo software to organise the data into general themes and as an aid in breaking the data into sub-themes. The four constituent groups discuss multi-faceted perceptions of effectiveness by providing varying interpretations, meanings, inferences, and relational issues depending on the roles they hold. While confirming multi-dimensional perceptions of effectiveness, the study uncovers three determinants of effectiveness that are not cited directly in the literature: communication, athlete management, and commitment and organisation of the management committee. The study suggests major tensions in terms of organisational and personal athlete outcomes. It also highlights the paramount importance of funding, both for sports development and the organisation's personnel staffing and systems. There is a symbiotic relationship between internal and external perceptions of influences on effective performance. The findings suggest constituent groups' perceptions of the Singapore Sports Council influence their perceptions of effectiveness within their own associations. In turn, SSC's policy making and organisational behaviour are perceived to affect how the effectiveness of constituent groups is evaluated as well as their scope for action within their organisations. The implications for sports administrators and policy makers include the need for better communications between and within constituent groups, quality leadership (with decisions based on sports management and sports science knowledge), a more equitable distribution of funds, an internal environment of trust and empowerment balanced by objectivism, and an external environment of realism balanced by recognition of the need for continual performance improvement.
|Publication status||Unpublished - 2008|