This study examined the psychological contract of volunteer youth sport coaches to determine the content, variation, and influences to its development. Interviews were conducted with 22 volunteer coaches of team sports, representing different levels of play (recreational, competitive), coaching tenure (novice, experienced), and gender (female, male), who were sampled to account for the potential variation based on these demographic factors. The findings revealed that volunteer coaches possessed both transactional and relational expectations of themselves and their club. Coaches’ most frequently cited expectations of themselves were technical expertise (transactional), and leadership (relational), while their most frequently cited expectations of the club were fundamental resources and club administration (transactional), and coach support (relational). Variation was found by different levels of play (recreational, competitive) and coaching tenure (novice, experienced). The coaches’ psychological contract was shaped predominately by sources external to the club. Implications for managing the psychological contract of volunteer youth sport coaches and directions for future research are discussed.
Alanna Harman and Alison Doherty
May Kim, Galen T. Trail, Jon Lim and Yu Kyoum Kim
Retaining volunteers is a critical issue for sport organizations utilizing volunteer labor. Based on the theory of planned behavior, the theory of work adjustment, psychological contract theory, two frameworks (person-environment fit and empowerment), and previous empirical results, we proposed and tested three models to explain intention to continue volunteering with 224 volunteers from the Special Olympics State Summer Games. We accepted a model in which Empowerment fully mediated the relationship between Person-Environment Fit and Intention to Continue Volunteering. We also found that Psychological Contract Fulfillment moderated the relationship between Fit and Empowerment.
Lynley Ingerson and Michael L. Naraine
. Psychological Contract The next concern for Rickard is ensuring that the job expectations for the candidate and for the organization are aligned. Attracting managers to Buffalo is at the back of her mind and the Braves need managers who are willing and excited by the prospect of delivering basketball in the
Laura J. Burton, Jon Welty Peachey and Janelle E. Wells
). Distinguishing between transformational and servant leadership . Leadership and Organization Development Journal, 30 , 274 – 291 . doi: 10.1108/01437730910949544 10.1108/01437730910949544 Robinson , S.L. ( 1996 ). Trust and breach of the psychological contract . Administrative Science Quarterly, 41 ( 4
, 5 ( 2 ), 111 – 127 . doi:10.1123/tsp.5.2.111 10.1123/tsp.5.2.111 Guest , D. ( 2004 ). Flexible employment contracts, the psychological contract and employee outcomes: An analysis and review of the evidence . International Journal of Management Reviews, 5 ( 1 ), 1 – 19 . doi:10.1111/j.1460
Ted Hayduk III and Matt Walker
.T. , Lim , J. , & Kim , Y.K. ( 2009 ). The role of psychological contract in intention to continue volunteering . Journal of Sport Management, 23 ( 5 ), 549 – 573 . doi:10.1123/jsm.23.5.549 10.1123/jsm.23.5.549 Kim , S.Y. , & Park , H. ( 2011 ). Corporate social responsibility as an