Case study A Personnel Management Case Study in a Canadian National Sport Organisation Samuel Y. Todd a, *, Damon P.S. Andrew b , Sara E. Sowieta c a Georgia Southern University, United States b Troy University, United States c Canadian Chiefs of Police, Canada The following is a personnel management case study in the context of a Canadian National Sport Organisation. A brief summary of the case, its key players, and the relevant theories associated with the case is followed by the case study, teaching notes, and relevant references. 1. Case Summary This case details the experiences of a new employee in a Canadian National Sport Organisation who is trying to adjust to a new work environment. Coming from another country, Travis Wayne has many adjustments to make in his new life and job including: learning the culture of a new country, learning the governance structure of a National Sport Organisation, learning to do his specific job, and learning about a sport he has never followed. Travis is immediately aware that many in his office are much more connected to their work environment than he, and he has a hard time generating the same level of devotion and excitement that he sees in his coworkers. For Travis, the excitement in his work is related mostly to the job he has of selling and managing sponsorships, not so much the organisation he works for or the particular sport that he is around. Though his colleagues in the workplace try, it is difficult for them to initially relate to Travis because of the many differences that are present. More importantly, Mr. Sharpe (Travis’ supervisor) has the same difficulty connecting with Travis, which makes Travis miss out on some of the special privileges the others have in the office because they often socialise with Mr. Sharpe at after-hours events. Finally, Travis has a work colleague that is constantly going above and beyond the call of duty, and this makes Travis question not only why he would want to do that, but the motive behind wanting to do that after work hours are over. Sport Management Review 12 (2009) 49–56 ARTICLE INFO Keywords: Social identity Organisational culture Organisational citizenship behaviour Personnel management in sport * Corresponding author. Department of HTFCS, Georgia Southern University, Bldg #200, Herty Drive, Room 1124, Statesboro, GA 30460-8077, USA. Tel.: +1 912 478-5054(o). E-mail address: sytodd@georgiasouthern.edu (S.Y. Todd). Contents lists available at ScienceDirect Sport Management Review journal homepage: www.elsevier.com/locate/smr 1441-3523/$ – see front matter ß 2009 Sport Management Association of Australia and New Zealand. Published by Elsevier Ltd. All rights reserved. doi:10.1016/j.smr.2008.09.005