Effect of coaching behaviors on job satisfaction and organizational commitment: The case of comprehensive community sport clubs in Japan

Abstract

Coaches are widely regarded as playing an important role in the development of comprehensive community sport clubs, in terms of meeting the needs of club members and club staff. However, few studies have explored the coaching activities of comprehensive community sport clubs in Japan. This study, therefore, aimed to examine the effect of coaching behaviors in comprehensive community sport clubs on job satisfaction and organizational commitment. One hundred seventy-seven coaches completed questionnaires assessing coaching behaviors in comprehensive community sport clubs, job satisfaction, and organizational commitment. The scale measuring coaching behaviors in comprehensive community sport clubs was comprised of seven factors: (1) manner education, (2) cooperative approach, (3) field management, (4) coaching skills, (5) communication with people outside the club, (6) communication with people inside the club, and (7) safety management. Path analysis with structural equation modeling revealed cooperative approach and field management influenced job satisfaction. The study additionally indicated job satisfaction positively impacted organizational commitment. Furthermore, communication with people inside the club directly influenced on organizational commitment. Thus, it was concluded that creating a sporting environment in which coaches can behave autonomously, as well as providing a space where coaches can communicate with many people, are necessary preconditions to increase job satisfaction and organizational commitment of coaches in comprehensive community sport clubs.

Job satisfaction and job commitment of Greek tennis, table-tennis and badminton coaches

“…Autonomy is in the nature of coaching, it is a prerequisite for a coach to train, lead, inspire. This result is in line with Takamatsu's and Yamaguchi's (2018) results in a similar study, where they argue that autonomy is a necessary precondition for increasing coaches' job satisfaction and organizational commitment. Additionally, the results of this study showed the lowest correlation among job satisfaction dimensions between 'coaching job' and 'amount of work'.…”

“…Many researchers agree that the relationship with colleagues is one of the major sources of job satisfaction (Drakou, 2006;Rintaugu, 2013;Takamatsu & Yamaguchi, 2018). Regarding this study satisfaction with the relationship with colleagues was among the three highly scored dimensions together with satisfaction with autonomy and coaching itself.…”

“…It seems that social or human relations are the ones that could create affiliation and emotional attachment to the employee towards the organization. In the same manner, Takamatsu and Yamaguchi (2018) mentioned that a working environment where communication with many people is welcomed and encouraged, plays important role in increasing coaches' job satisfaction and organizational commitment. Supervision also was found to correlate to organizational normative and occupational normative commitments, in a way that proper supervision can "create" an informal, psychological contract that "obliges" a coach to remain in the club and in the profession respectively.…”

“…Moreover, Takamatsu and Yamaguchi (2018) studying the effect of coaching behaviors on job satisfaction and organizational commitment in comprehensive community sport clubs in Japan, found that job satisfaction positively impacted organizational commitment. They went on to conclud that autonomy and the existence of a communication friendly space are necessary pre-requisites to increase coaches' job satisfaction and organizational commitment.…”

Analysis of organizational commitment in cooperatives in Ecuador

“…Some important aspects and characteristics considered in this model should be noted: (1) a strong belief and acceptance of the aims and values of the organization; (2) a will to exercise considerable effort in the name of the organization; and (3) a defined wish to continue being a member of the organization so that affective adherence is emphasized (Mowday et al , 1979). As we have said before, other empirical studies use the one-dimensional model of organizational commitment as their reference (among others, Darwish, 2003; Ke and Deng, 2018; Takamatsu and Yamaguchi, 2018; Shahid and Zain, 2018) because it has suitable characteristics that are applicable in the business reality of economic globalization. From this point of view, the commitment would only really have an aspect related to the emotional and affective attachment to the organization someone works in.…”