Designing a Model for Swimming Coaches' Job Retention based on Talent Management and Quality of Working Life

Abstract

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 stratifiedproportional 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.

The influence of green quality of work life, green employee engagement, and green rewards on green employee retention in SME employees

“…The impact of these issues is substantial, leading to employee discomfort and dissatisfaction, which results in intentions to leave the workplace (Abdien, 2019). Efforts to retain and empower employees can produce better work standards (Afkhami et al, 2020) by providing appropriate incentives and a healthy work environment (Karthick & Ramachandran, 2018). Therefore, it is crucial to create a Green Quality of Work Life based on employee perceptions (Harikrishnan & Kumari, 2019).…”