Employee Satisfaction in Sport: Development of a Multi-Dimensional Model in Coaching

Abstract

Despite the overwhelming emphasis on job satisfaction in sport management research, scholars continue to advocate for the distinctiveness and importance of evaluating both job satisfaction and dissatisfaction. The purpose of this investigation is to develop a model of job satisfaction and dissatisfaction for intercollegiate coaches. Fifteen head coaches participated in semistructured interviews. Results revealed a sport industry speci c three-factor model. Desirable job factors (Player-Coach Relationships, Recognition, and Social Status) were related only to satisfaction. Industry Standard Factors (Sport Policy, Salary, Recruiting, Supervision, and Life Balance) were related only to dissatisfaction. Performance Dependent Factors (Flexibility and Control, Program Building, and Relationships with Colleagues) were related to satisfaction and dissatisfaction. The results support the distinctiveness of job satisfaction and dissatisfaction as constructs, and also demonstrate a continued need for examining job attitudes within context. As sport managers understand the particular expectations of their employees and their industry they can better diagnose and solve employee issues.

Personal and situational factors influencing coaches’ perceptions ofstress

“…These studies indicated that factors such as time in the season (Kelley, 1994), gender of the coaches (Kelley et al, 1999), years of experience (Kelley & Gill, 1993), and trait anxiety (Vealey, Udry, Zimmerman, & Soliday, 1992) influenced coaches' perceptions of stress and coach burnout. Additional understanding of this area can be gained from research examining coaches' job satisfaction and factors influencing coach retention (e.g., Allen & Shaw, 2009;Dixon & Warner, 2009;Inglis, Danylchuk, & Pastore, 1996). This research has highlighted that factors such as organisational support, flexibility and control, quality of supervision, salary, relations with others, and recognition of coaches' contributions might influence the satisfaction coaches have with their position and their intentions to remain in the role.…”

A liderança em situações de treino: um estudo com treinadores de elite do voleibol brasileiro

“…são necessárias mais investigações que esclareçam melhor esta dimensão da liderança. (36) . além disso, a preocupação com aspectos como a explicação dos objetivos e do processo do treino e o estabelecimento de uma relação próxima com os atletas, envolvendo-os, dando-lhes responsabilidades, convencendo-os, seduzindo-os acerca das metas propostas, e criando um ambiente de treino que fomentasse o seu entusiasmo e a motivação, são consonantes com resultados de diversos estudos (e.g., 7,31,42,57) .…”

“…no entanto, também se verificou uma certa alternância nas decisões assumidas, pois muitos treinadores podiam, por vezes, tomar decisões de forma autocrática, ou, em algumas ocasiões, não interferir nas ações dos atletas durante o treino. além disso, como sugerido por dixon e Warner (36) , não deixavam de partilhar responsabilidades com os seus jogadores e de manter uma relação próxima com os mesmos, dando-lhes liberdade de escolha e até suporte social, e aproximando-se da intenção de criar um ambiente de apoio (42) . esta variação vai ao encontro das afirmações de buceta (19) , que sugere que os profissionais do treino devem possuir o conhecimento e a habilidade para utilizarem todos os estilos em função dos envolvidos e das circunstâncias.…”

Job and career satisfaction in an austerity environment: the role of job security and passion towards work

“…In other words, what motivates a person to continue practising an activity (in this case, work) is the person's engagement in an activity that (a) they feel they are good at (competence), (b) allows them to develop personal initiatives (autonomy), and (c) connects them to others within a social environment (relatedness). Given that the conceptualisation of passion has been derived from SDT -and its central premise -it is expected that employee's passion will have an influence on job satisfaction, which has been defined as the degree to which employees are generally happy with their work (Hackman and Oldham, 1975), Mainly within the context of intercollegiate coaches, job satisfaction has been the subject of examination within the sport management context in relation to turnover, performance or leadership (e.g., Chelladurai and Ogasawara, 2003;Dixon and Warner, 2010;Li, 1993;Snyder, 1990). However, only three notable studies (none of them from the sport working context) have examined the relationship between passion and job satisfaction, with results largely showing that harmonious passion may be positive for job satisfaction and obsessive passion negative (Carbonneau et al, 2008;Thorgren et al, 2013;Vallerand et al, 2010).…”