Relationships between pay satisfaction, work-family conflict, and coaching turnover intentions
Purpose: The purpose of this study is to examine within college coaches the effects of pay satisfaction and work-family conflict (WFC) on occupational turnover intentions. Specifically, it predicts that WFC would mediate the relationship between satisfaction with pay to occupational turnover intentions. Design/methodology/approach: Data were collected through a mailed questionnaire of college coaches. Regression analysis was used to test the mediated relationship. Findings - Results confirmed a significant relationship between all variables in the study (p < 0:001 for all). Using regression, when pay satisfaction and WFC were used to predict occupational turnover intentions, the mediator, WFC (β = 0:29, p < 0:001), maintained its effect on turnover. However, satisfaction with pay was insignificant, suggesting the mediated relationship. Research limitations/implications: While several areas within sport are impacted by dissatisfaction with pay and WFC, this sample was limited to college coaches. Practical implications: Managers need to be aware of the impact of pay satisfaction and WFC have on turnover intentions, especially because of the importance turnover has on team performance. It is suggested that while pay satisfaction has a direct effect on occupational turnover intentions, WFC is one significant process through which pay satisfaction acts on an individual's intention to withdraw from the coaching occupation. It may also suggest that coaches not satisfied with pay are more aware of the conflict between work and family. Originality/value: Anecdotal evidence suggests that pay satisfaction with pay and WFC are significant reasons teams lose coaches or front office personnel; however, no work has been done relating these variables and turnover. © Emerald Group Publishing Limited.
Team Performance Management
Ryan, T., & Sagas, M. (2009). Relationships between pay satisfaction, work-family conflict, and coaching turnover intentions. Team Performance Management, 15 (3-4), 1352-7592. https://doi.org/10.1108/13527590910964919