NSCA COACH 1.1
or negatively. Analyzing a university’s hygiene factors can
demonstrate the influence and effect each may have on job
satisfaction and turnover. The purpose of this research is to
bring to light these hygiene factors, the effects they have, and to
establish implications for the athletic administration.
COMPENSATION: PAY AND BENEFITS
A strength and conditioning coach salary position is not the
typical, 40 hours-per-week job. Although it may be one of the
more superficial aspects of motivation, compensation may also be
the single most important contributing factor to job performance
(9). The average salary of Division IA (currently Division I, Football
Bowl Subdivision but still referred to as Division IA at the time of
the study) head strength and conditioning coaches was $50,000
– $59,999 in 2004, which is about $10,000 – $20,000 more than
coaches at the Division II and III levels (5). With days often starting
before the sun rises and ending after it has gone down, a base
salary that does not recognize overtime may not fully motivate the
coach. Involuntary overtime is associated with high fatigue and
low job satisfaction; those that receive no reward for overtime are
at risk of burnout (2).
Competitive compensation strategies will have dramatic effects
on employee turnover and the attitudes of employees (11).
According to Hersey et al., 25% of employees show up to work
only to collect a paycheck; 25% of employees feel that employee
benefits are an important reason for joining an organization; and
42% of employees report that benefits are an important reason
to stay with an organization (7). Employees that are dissatisfied
with their annual salary experience increased job stress and lower
job satisfaction (6). Those with less experience and those who
earn low salaries have greater turnover intention, and are more
motivated to search for outside opportunities for professional
advancement (25).
FACILITIES AND COWORKER SUPPORT
Limited facilities and supplies or equipment are important
difficulties noted in many physical education and athletic
environments (26). In a survey conducted in 2005, coaches at
the Division II and III levels reported that they have one or zero
weight rooms to utilize with their athletic teams (5). In the Division
IA setting, however, coaches have two or more weight rooms
exclusively for the athletic department’s purposes (15). Haggerty
states that in order to elicit higher athlete performance and obtain
career advancement the strength and conditioning coach must
be provided with the appropriate facilities and equipment that
enable them to create and manipulate training programs (5). Any
limitation with strength and conditioning facilities will equally
affect the coach’s ability to develop and implement well-designed
strength and conditioning programs. This may lead to a downhill
slide that involves diminished athlete performances, impaired job
performance of the strength and conditioning coach, and reduced
job satisfaction.
Colleague support, along with staying current with information
and technology, have been noted as important factors related
to successful teaching that contribute to longevity in the career
(22). Establishing coworker relationships and working in a “team
environment” is a powerful determinant of job satisfaction, even
more influential than one’s pay (17,24). Additionally, supervisor
and coworker support are factors significantly related to low job
stress and high job satisfaction (18). Coaches at the Division II and
III levels report having a support staff of zero full-time assistants
and no help from graduates or volunteers, while those at the
Division IA level report having two full-time assistants, at least one
graduate assistant (up to six), and one volunteer (5). Limitations
of coworker support for the strength and conditioning coach may
cause excessive work stress which impacts the organizational
commitment, absenteeism, turnover, and turnover intention of the
employee. In turn, this leads to many problems for the employer,
such as increased medical claims and healthcare costs, higher
employee compensation costs, increased employee absence, and
reduced employee productivity (18).
WORK CULTURE OR ENVIRONMENT
According to Hersey