year 8, Issue 3 (Autumn 2020)
Ann Appl Sport Sci 2020, 8(3): 0-0 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Afkhami P, Sepasi H, Nourbakhsh P. Designing a Model for Swimming Coaches' Job Retention based on Talent Management and Quality of Working Life. Ann Appl Sport Sci 2020; 8 (3)
URL: http://aassjournal.com/article-1-793-en.html
URL: http://aassjournal.com/article-1-793-en.html
1- Department of Sports Management, Faculty of Sports Science, Karaj Branch, Islamic Azad University, Karaj, Iran
2- Department of Sports Management, Faculty of Sports Science, Karaj Branch, Islamic Azad University, Karaj, Iran , hosseinsepasi@yahoo.com
2- Department of Sports Management, Faculty of Sports Science, Karaj Branch, Islamic Azad University, Karaj, Iran , hosseinsepasi@yahoo.com
Abstract: (3945 Views)
Background. Organizations are always trying to retain and empower their talented employees so that they can perform well. However, they are still afraid of losing their human capital.
Objectives. The purpose of this study was to design a job retention model for swimming coaches based on talent management and the quality of working life.
Methods. It was an applied descriptive-survey study. The statistical population included the swimming coaches of East Azarbaijan province (773 persons). According to the Cochran formula, 285 people were selected by a stratified proportional random sampling method. Data collection tools included Katajar Employees' Talent Management Questionnaire (2012), Stephen, et al.'s (2015) Quality of Working Life Questionnaire and a Researcher-made Job Retention Questionnaire.
Results. The results showed the direct and significant effect of talent management and quality of working life on job retention. The mediator role of quality of working life also had a mediating effect on the relationship between talent management and job retention. Finally, the proposed model has a good fit.
Conclusion. Since talent management system plays an essential role in enhancing the quality of working life and job retention of swimming coaches, managers and officials of swimming federation need to do careful planning to improve the talent management system.
Objectives. The purpose of this study was to design a job retention model for swimming coaches based on talent management and the quality of working life.
Methods. It was an applied descriptive-survey study. The statistical population included the swimming coaches of East Azarbaijan province (773 persons). According to the Cochran formula, 285 people were selected by a stratified proportional random sampling method. Data collection tools included Katajar Employees' Talent Management Questionnaire (2012), Stephen, et al.'s (2015) Quality of Working Life Questionnaire and a Researcher-made Job Retention Questionnaire.
Results. The results showed the direct and significant effect of talent management and quality of working life on job retention. The mediator role of quality of working life also had a mediating effect on the relationship between talent management and job retention. Finally, the proposed model has a good fit.
Conclusion. Since talent management system plays an essential role in enhancing the quality of working life and job retention of swimming coaches, managers and officials of swimming federation need to do careful planning to improve the talent management system.
Full-Text [PDF 674 kb]
(1440 Downloads)
APPLICABLE REMARKS
APPLICABLE REMARKS
- According to the results, talent management has a direct and indirect effect on job retention of swimming coaches. Therefore, it is recommended that Downloaded from aassjournal.com at 6:01 +0330 on Saturday, March 14th, 2020 8 Designing Job Retention Model among Swimming Coaches managers and officials of the Swimming Federation increase job retention by providing appropriate areas of dynamics, growth, recognition, and promotion among coaches.
- The results showed that the quality of working life has a positive effect on job retention of swimming coaches. Therefore, managers can enhance the quality of working experience and subsequently the job retention of coaches by closing appropriate contracts, involving coaches in decision making and communication, giving feedback on coach performance and respectful behavior.
- According to the results, seventy-three percent of swimming coaches are in the capital of the province. However, the north and south of the area have a small share of swimming coaches. Therefore, to decentralize, it is suggested that more coaching classes be held in the north and south of the province to develop swimming coaches’ abilities.
- According to the results, most swimming coaches have a degree in coaching. Therefore, it is suggested that second, first, international, and school coaching classes be held in the province.
Type of Study: Original Article |
Subject:
Sport Management and its related branches
Received: 2019/09/1 | Accepted: 2019/11/6
Received: 2019/09/1 | Accepted: 2019/11/6
References
1. Knight CJ, Rodgers WM, Reade IL, Mrak JM, Hall CR. Coach transitions: Influence of interpersonal and work environment factors. Sport Exercise Perform Psychol 2015;4(3):170-87. [DOI:10.1037/spy0000036]
2. Raedeke TD, Warren AH, Granzyk TL. Coaching commitment and turnover: a comparison of current and former coaches. Res Q Exerc Sport. 2002;73(1):73-86. [DOI:10.1080/02701367.2002.10608994] [PMID]
3. Narayanan A, Rajithakumar S, Menon M. Talent Management and Employee Retention: An Integrative Research Framework. Hum Resour Dev Rev. 2019:1534484318812159.
4. Shipherd AM, Wakefield JC, Stokowski S, Filho E. The influence of coach turnover on student-athletes' affective states and team dynamics: An exploratory study in collegiate sports. Int J Sports Sci Coach 2018;14(1):97-106. [DOI:10.1177/1747954118766465]
5. Kilo RA, Hassmén P. Burnout and turnover intentions in Australian coaches as related to organisational support and perceived control. Int J Sports Sci Coach 2016;11(2):151-61. [DOI:10.1177/1747954116636710]
6. Cooper-Hakim A, Viswesvaran C. The construct of work commitment: testing an integrative framework. Psychol Bull. 2005;131(2):241-59. [DOI:10.1037/0033-2909.131.2.241] [PMID]
7. Gallardo-Gallardo E, Nijs S, Dries N, Gallo P. Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis. Hum Resour Manage Rev 2015;25(3):264-79. [DOI:10.1016/j.hrmr.2015.04.003]
8. Mensah JK. Talent management and talented employees' attitudes: mediating role of perceived organisational support. Int Rev Adm Sci. 2019;85(3):527-43. [DOI:10.1177/0020852319844318]
9. Sinha C. Factors affecting quality of work life: Empirical evidence from Indian organizations. Austr J Busin Manage Res 2012;1(11):31-40.
10. Almalki MJ, Fitzgerald G, Clark M. Quality of work life among primary health care nurses in the Jazan region, Saudi Arabia: a cross-sectional study. Hum Resour Health. 2012;10:30. [DOI:10.1186/1478-4491-10-30] [PMID] [PMCID]
11. Raj Adhikari D, Gautam DK. Labor legislations for improving quality of work life in Nepal. Int J Law Manage. 2010;52(1):40-53. [DOI:10.1108/17542431011018534]
12. Saklani D. Quality of work life in the Indian context: An empirical investigation. Decision (0304-0941). 2004;31(2).
13. Surujlal J, Grobler WCJ. Retaining Sport Coaches: A qualitative Assessment of Retention Strategies at Sport Clubs in South Africa. Mediterr J Soc Sci 2014. [DOI:10.5901/mjss.2014.v5n2p651]
14. Osaro C. Talent Attraction and Employee Retention in Oil Firms in Rivers State. Int J Novel Res Hum Soc Sci. 2016;3(2):75-84.
15. Ghosi S, Mehrara A, Shakeri Navahi G. Talent management role in the preservation of human resources potential in the Oil Products Distribution Company Sari area. Q J Farayand. 2016;10(52):251-75.
16. Saberfard O, Deyreh E. The effects of talent management and job retention on entrepreneurial attitude of employees at Bushehr education office. International Conference on Management; Tehran, Iran: Institute of Safirane Mobin; 2014.
17. Hoseini A. The Role of Talent Management in Providing and Preserving Talented Human Resources. Q J New Econom Trade. 2011;6(24):181-205.
18. Ogbuabor DC, Okoronkwo IL. The influence of quality of work life on motivation and retention of local government tuberculosis control programme supervisors in South-eastern Nigeria. PLoS One. 2019;14(7):e0220292. [DOI:10.1371/journal.pone.0220292] [PMID] [PMCID]
19. Parveen M, Maimani K, Kassim NM. Quality of work life: The determinants of job satisfaction and job retention among RNs and OHPs. Int J Qual Res. 2017;11(1):173-94.
20. Korunka C, Hoonakker P, Carayon P. Quality of working life and turnover intention in information technology work. Hum Factors Ergon Manufact. 2008;18(4):409-23. [DOI:10.1002/hfm.20099]
21. Chan KW, Wyatt TA. Quality of Work Life: A Study of Employees in Shanghai, China. Asia Pacific Busin Rev 2007;13(4):501-17. [DOI:10.1080/13602380701250681]
22. Siegrist J, Wahrendorf M, von dem Knesebeck O, Jurges H, Borsch-Supan A. Quality of work, well-being, and intended early retirement of older employees: baseline results from the SHARE Study. Eur J Public Health. 2007;17(1):62-8. [DOI:10.1093/eurpub/ckl084] [PMID]
23. Cutajar B. The Impact of Organisational Culture on the Management of Employees' Talents: The Case of Maltese ICT Organisations. Leicester: University of Leicester; 2013.
24. Steffgen G, Kohl D, Reese G, Happ C, Sischka P. Quality of Work: Validation of a New Instrument in Three Languages. Int J Environ Res Public Health. 2015;12(12):14988-5006. [DOI:10.3390/ijerph121214958] [PMID] [PMCID]
25. Chua B, Ng P, Tan C, Teoh Y, Wong S. Study of the relationship between retention strategies and job performance in Malaysia banking industry. Malaysia: Universiti Tunku Abdul Rahman; 2013.
26. Febrinanda C, Secapramana L, Nugroho J. Making talent management system to support quality of work life. The 6th Congress of asean regional :union: of psycholological society; Bali, Indonesia2018.
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
