INFLUENTIAL FACTORS OF JOB SATISFACTION AND TURNOVER IN NCAA DIVISION I
STRENGTH AND CONDITIONING COACHING POSITIONS AND IMPLICATIONS FOR THE
ATHLETIC ADMINISTRATION
JUAN GONZALEZ, PHD, CSCS,*D, AND AARON WYANT, MS
T
he number of certified professional strength and
conditioning coaches has multiplied by more than sixteen
times since May of 2001 (4). Unfortunately, this growth is
accompanied by a high rate of turnover in collegiate, Division
I strength and conditioning positions (14). Previous research
has looked at the personal characteristics and demographics
of strength and conditioning coaches attempting to establish
the ideal candidate for the environment but has not taken into
consideration the environment-related factors that affect the
coach (5,20,21). The aim of this article is to quantify the factors
that affect the strength and conditioning coach’s job satisfaction
and turnover, specifically extrinsic motivation factors.
Locke defined job satisfaction as, “a positive emotional state
resulting from the appraisal of one’s job,” (13). Extrinsic
motivation factors, also known as hygiene factors, describe the
work environment and prevent job dissatisfaction (7). These
hygiene factors—work resources such as compensation, facilities,
support, and work culture or environment—are never satisfied but
require continual maintenance; they do not increase or enhance
productivity but work only to prevent the loss of employee
performance (8). Intrinsic motivation factors seem effective in
motivating people to reach a higher level of performance; they
direct and drive our behavior toward accomplishing goals (7).
Intrinsic motivation factors are those that come from within the
psyche of the coach but can also be established or modified by the
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