Factors affecting the job satisfaction of South African sport coaches

Abstract

Sport organisations today face heightened competition on a global basis resulting in their raising expectations regarding results. Sport coaches are thus experiencing increased pressures with regard to recognition for good work done, compensation and support, rapport with colleagues, and supervision that influence their job satisfaction. The aim of this study was to determine the nature and extent of job satisfaction of coaches. The sample consisted of 250 coaches to whom a validated coach satisfaction questionnaire was administered. The results suggest that coaches derive satisfaction from performing the coaching task itself, but experience dissatisfaction from the compensation, administrative work, media and community support and job security. There is thus a need to devise ways to improve the job satisfaction of coaches.

Surviving rather than thriving: Understanding the experiences of women coaches using a theory of gendered social well-being

“…There is some limited coaching research that has found that increased workloads for coaches can affect performance levels and increase their intention to leave the profession (e.g. Bruening and Dixon, 2007; Pelser-Carstens et al, 2015; Singh and Surujlal, 2006). The present study found that this is often a gendered issue.…”

Person-environment fit, job satisfaction and intentions to leave: The moderating effect of leader empowering behaviour

“…Wheeler, Gallagher, Brouer, & Sablynski, 2007). Accordingly, supplementary challenges surface for organisational leaders, as they are responsible for addressing these outcomes (Chatman & Flynn, 2001;Singh & Surujlal, 2006). Consequently, attention should be given to the behavioural types adopted by leaders (Arnold, Arad, Rhoades, & Drasgow, 2000), for example leader empowering behaviour in this study.…”

“…The instilment of job satisfaction is a vital managerial task (Singh & Surujlal, 2006), together with the minimisation of employee turnover (Chatman & Flynn, 2001). This proposes the necessity for empowering leadership (Manz & Sims, 2001).…”

Retaining Sport Coaches: A qualitative Assessment of Retention Strategies at Sport Clubs in South Africa

“…Most coaches in South Africa enjoy tenure of employment through contractual obligations with their sport organizations (Singh & Surujlal, 2006). Singh and Moodley (2001) expressed concern that the employment contracts of many coaches do not promise security or stability for coaches resulting in them becoming insecure in their jobs.…”