Community sport clubs are a type of membership association largely run by member volunteers who organize and deliver opportunities for recreational and competitive sport participation. They are where people are most likely to engage in organized sport, and have become a focus for achieving social policy objectives. It is important to understand the structures and processes that enable these organizations to meet their member-focused mandates. The purpose of this study was to develop a framework of organizational capacity in this context by uncovering critical elements within multiple capacity dimensions; namely, human resources, finance, infrastructure, planning and development, and external relationships. Focus groups with presidents of 51 sport clubs across Ontario revealed key strengths and challenges that impact the ability of these organizations to achieve their sport delivery goals. Variation by club size was observed. Implications for practice and future research on community sport clubs and membership associations are presented.

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KEY WORDS: human resource management, community sport organisations, volunteers This study used a human resource management (HRM) approach to examine the efficacy of volunteer management practices in predicting perceived problems in volunteer retention. Participants were a sample of 375 Australian Rugby Union clubs from across the country. Confirmatory factor analysis was used to examine the properties of a hypothesised reflective measurement model with seven volunteer management constructs (planning, recruitment, screening, orientation, training and support, performance management, and recognition). The efficacy of volunteer management practices was tested using regression analysis.

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