Work-related ill- and well-being among Finnish sport coaches: Exploring the relationships between job demands, job resources, burnout and work engagement

Abstract

Objective This research examined the work-related ill- and well-being of Finnish sport coaches and the associations of job demands and resources with burnout and work engagement. Our study was based on the Job Demands-Resources (JD-R) model. The JD-R model proposes that job demands relate especially to burnout and job resources relate especially to work engagement. Methods Finnish coaches (N = 499) within top-level sports completed a questionnaire measuring burnout, work engagement, job demands and resources. Results The results of hierarchical regression analyses showed that burnout was explained with job demands, but also lack of job resources added the explanation rate almost equally. The most important single contributor to burnout was lack of positive challenge at work. Work engagement was explained by job resources, from which positive challenge at work together with mastery of work were the strongest contributors. In addition, decision demands contributed slightly to the explanation of work engagement. Conclusions The results suggest that in the work of sport coaches, job resources or lack of them are more essential than job demands to explain both burnout and work engagement.

Examining the Predictors of Resilience and Work Engagement during the COVID-19 Pandemic

“…Employees need a psychologically safe climate that supports them in overcoming work demands and performing efficiently at work. According to the Job Demands-Resources model, when employees are faced with job demands, which depletes their energy, job resource is necessary to encourage and re-energize them to sustain their work engagement [67]. A supportive organizational culture, which is a job resource, reinforces the resilience of employees, which results in work engagement.…”

Organizational justice and organizational citizenship behavior: the mediating role of work engagement

“… Kahn's (1990) seminal work defined WE as "the simultaneous employment and expression of a person's 'preferred self' in task behaviors that promote connections to work and to others, personal presence behaviors that promote connections to work and to others, personal presence (physical, cognitive, emotional), and active, full role performances” (p. 700). WE is often described as an active state of well-being at job that is marked by vigor, commitment and absorption ( Ahmad and Gao, 2018 ; Kaski and Kinnunen, 2021 ; Wood et al., 2020 ). In comparison, people are more indebted because they have a high feeling of fairness in their companies and are therefore fair to play their tasks with a higher degree of dedication ( Donglong et al., 2020 ; Schumacher et al., 2020 ).…”

The mental health of elite-level coaches: A systematic scoping review

“…A number of measures were also utilised to explore the various dimensions of wellbeing, including the Satisfaction with Life Scale (SWLS; n = 3) [ [92], found that elite-level coaches from Australia reported high levels of mental wellbeing using the WEMWBS. This outcome was supported by Kaski and Kinnunen [93], where a sample of elite-level Finnish coaches generally reported good levels of positive functioning on the UWES. Amongst correlates and predictors of wellbeing, in comparison to performance and personal-related stressors, preliminary evidence indicates that demands emanating from organisational sources may contribute most signi cantly towards coaches' experience of low hedonic and eudaimonic wellbeing [10].…”

“…Studies that satis ed the inclusion criteria explored symptoms associated with burnout (n = 21, 50%) [45, 78-80, 83, 87-89, 93, 96-107], anxiety (n = 10, 23.8%) [11, 12, 78-80, 82, 91, 103, 108, 109], depression (n = 8, 19%) [11, 12, 78-80, 108, 110, 111], psychological distress (n = 5, 11.9%) [11,12,[78][79][80], risky alcohol consumption/disorders (n = 4, 9.5%) [11,12,108,110], sleep disturbance/disorders (n = 3, 7.1%) [11,12,82], eating disorders (n = 2, 4.8%) [81, 108], substance abuse (n = 1, 2.4%) [108] and gambling disorders (n = 1, 2.4%) [112]. Nine studies (21.4%) [11,12,81,93,96,99,[111][112][113] also examined the prevalence of mental ill-health amongst general elite-level coaching populations, and one study (2.4%) [108] explored the prevalence of psychiatric disorders in a treatment-seeking population.…”

“…In addition to quantitative measures, 5 studies also utilised semi-structured interviews to explore burnout [45,83,97,98,100]. When examining prevalence rates, Kaski and Kinnunen conducted a cross-sectional study and found that 22% and 2% of a Finnish coaching sample satis ed the criteria for mild to severe symptoms of burnout respectively (n = 499) [93]. The results however also indicated that 76% of the coaching sample were not experiencing burnout.…”