The quality of a student-athlete’s experience can be a product of the services provided by their sponsoring sport organization. In an attempt to improve the student-athlete experience, this study was positioned to examine how collegiate sport services could use academic psychological capital (PsyCap) and student-athlete engagement to promote school satisfaction and psychological well-being. A total of 248 National Collegiate Athletic Association Division I student-athletes participated in this study. Results indicated that academic classification moderated academic PsyCap’s influence on engagement. In addition, the academic PsyCap of the student-athletes positively influenced school satisfaction and psychological well-being, but student-athlete engagement fully mediated the relationship between academic PsyCap and psychological well-being. This empirical evidence provides new knowledge on the relationships among student-athletes’ motivational cognitive constructs, educational engagement, school satisfaction, and psychological well-being in the context of highly competitive collegiate sports. Theoretical and practical implications are discussed, including incorporating the results with services provided to student-athletes.
Minjung Kim, Brent D. Oja, Han Soo Kim, and Ji-Hyoung Chin
Shaina M. Dabbs, Jeffrey A. Graham, and Marlene A. Dixon
Today’s workforce, with trends toward aging and greater gender diversity, looks dramatically different than past decades, creating a need to more closely examine the midcareer stages of employees. In sport, midcareer head coaches have developed a broad skill set and an ability to manage both internal and external stakeholders. Thus, they are valuable, experienced employees who have successfully navigated the coaching profession. Using the Kaleidoscope Career Model as a framework, this study explored male and female head coaches’ career experiences, needs, and management strategies in the midcareer stages. The findings indicate that coaches follow an alpha career pattern, prioritizing authenticity over balance and challenge. Yet, the participants suggested different approaches to achieving authenticity, balance, and challenge within the midcareer stages, which may be more nuanced than traditionally expected. Understanding these needs and management strategies are a necessary first step toward more nuanced theoretical understandings and customized human resource management plans that will enhance career longevity and performance.