Organizational and Occupational Commitment, Intention to Leave, and Perceived Performance of Intercollegiate Coaches

Abstract

Three hundred twenty-eight intercollegiate coaches (men = 240, women = 88; Division I = 156, Division III = 172) responded to a questionnaire measuring commitment to their university and coaching occupation, intention to leave the organization and occupation, their team standings, and perceptions of their performance. The variables of division, gender, and marital/lifestyle status affected neither organizational nor occupational commitments. Organizational commitments of affective, normative, continuance: high sacrifice, and continuance: low alternatives correlated significantly with intention to leave the organization and cumulatively explained 23.7% of the variance. Affective, normative, and continuance: low alternatives forms of commitment to occupation correlated significantly with intention to leave the occupation and cumulatively explained 23.1% of the variance. The bases of organizational commitment cumulatively explained 5.6% and 4.9% of the variance in subjective and objective performances, respectively. Results suggest that athletic departments should focus on enhancing their coaches’ commitment to the organization in order to retain them.

An Exploration of Organizational Trust in Intercollegiate Athletic Departments

“…The effects of turnover, including cost (Turner, 2001) and impact on team performance (McQueary, 1997) indicate a strong reason to retain coaches by focusing on the creation of an open, collegial, and trusting environment (Chelladurai & Ogasawara, 2003). Furthermore, Turner and Chelladurai (2005) found it much more cost effective to retain a competent coach than to replace and train a new one. Additionally, researchers have shown that trust develops over a period of time (Baier, 1986;Jones & George, 1998).…”

“…With greater scrutiny over expenditures and organizational outcomes, the need to understand how trust manifests in intercollegiate athletic departments is paramount. While there has been significant examination of organizational behavior in intercollegiate sports, scant research has focused on trust in college athletic departments (Chelladurai & Ogasawara, 2003;Dirks, 2000;Turner, 2001;Turner & Chelladurai, 2005).…”

Examining the dissemination of innovations in the sporting goods industry.

“…Sports studies using the occupational affective scale with other occupational variables have also found positive correlations with job satisfaction (Pack, 2005) and career satisfaction (Cunningham, Sagas, Dixon, Kent, & Turner 2005) and a negative correlation with turnover intentions (Turner & Chelladurai, 2005). The findings have important implications for organizations seeking to keep employees satisfied while reducing job-related hiring and retention costs (Turner & Chelladurai, 2005).…”

“…Sports studies using the occupational affective scale with other occupational variables have also found positive correlations with job satisfaction (Pack, 2005) and career satisfaction (Cunningham, Sagas, Dixon, Kent, & Turner 2005) and a negative correlation with turnover intentions (Turner & Chelladurai, 2005). The findings have important implications for organizations seeking to keep employees satisfied while reducing job-related hiring and retention costs (Turner & Chelladurai, 2005). Researchers have examined the construct with various occupational groups such as university athletic administrators (Pack, 2005;Turner & Chelladurai, 2005), fitness club employees (Chang & Chelladurai, 2003), and sport administration college interns (Cunningham, Sagas, Dixon, Kent, & Turner, 2005).…”

“…The findings have important implications for organizations seeking to keep employees satisfied while reducing job-related hiring and retention costs (Turner & Chelladurai, 2005). Researchers have examined the construct with various occupational groups such as university athletic administrators (Pack, 2005;Turner & Chelladurai, 2005), fitness club employees (Chang & Chelladurai, 2003), and sport administration college interns (Cunningham, Sagas, Dixon, Kent, & Turner, 2005).…”