Although workaholism can impact employees negatively, regardless of family situations, work–family conflict likely plays an important role in the relationship between workaholism and negative outcomes, such as burnout. The authors used structural modeling to examine the relationship among workaholism, employee burnout, and the work–family interface within the context of intercollegiate athletics. They tested the model across a large, diverse sample of athletic department employees (N = 4,453). The results indicated a significant, positive relationship between workaholism and burnout, as well as a significant, positive relationship between workaholism and burnout partially mediated by work–family conflict. These findings suggest the importance of considering both the work and nonwork lives of sport employees in both theory and practice; models of workaholism must factor in nonwork commitments, and organizations need to be cognizant of differences in the causes of and consequences between work engagement and workaholism.
Elizabeth A. Taylor, Matt R. Huml, and Marlene A. Dixon
Erianne A. Weight, Elizabeth Taylor, Matt R. Huml, and Marlene A. Dixon
As thousands of professionals are drawn to work in the sport industry known for celebrity, action, and excitement, a growing body of literature on the industry’s culture describes a field fraught with burnout, stress, and difficulty balancing work–family responsibilities. Given this contradiction, there is a need to better understand employee experiences. Thus, the authors utilized a human capital framework to develop employee archetypes. Results from a latent cluster analysis of National Collegiate Athletic Association athletics department employees (N = 4,324) revealed five distinct employee archetypes utilizing inputs related to human capital development and work experiences (e.g., work–family interface, work engagement, age). Consistent with creative nonfiction methodology, results are presented as composite narratives. Archetypes follow a career arc from early-career support staff to late-career senior leaders and portray an industry culture wherein the human capital is largely overworked, underpaid, and replete with personal sacrifice and regret.
Shaina M. Dabbs, Jeffrey A. Graham, and Marlene A. Dixon
that attract and retain women . Advances in Developing Human Resources, 10 ( 1 ), 32 – 49 . doi:10.1177/1523422307310110 10.1177/1523422307310110 Thrasher , G.R. , Zabel , K. , Wynne , K. , & Baltes , B.B. ( 2015 ). The importance of workplace motives in understanding work-family issues