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.
Matt R. Huml, Marion E. Hambrick, Mary A. Hums, and Calvin Nite
Managers must collect and prioritize claims made by their stakeholders as they decide the direction of their organization. Previous research has focused on stakeholders’ use of power, legitimacy, and urgency to prioritize their claims over others. Fewer studies have examined the perspectives of stakeholders and how they aligned their responses with elements of stakeholder theory in the hopes of gaining salience with management. Additionally, scholars have requested further examination of other themes beyond the established categories of stakeholder salience. This study aimed to investigate how stakeholders would respond with power, legitimacy, and urgency-related claims when faced with changes to their organization’s governing structure. We utilized stakeholder theory and the established attributes of stakeholder salience (i.e., power, legitimacy, and urgency) to examine the perceptions of Division II college coaches and their responses to recently approved National Collegiate Athletic Association legislative changes. In addition to the three previously established stakeholder attributes, equity-related claims made by stakeholders emerged, extending the stakeholder theory research.