Autonomy in design: reconciling sport employee experiences with forced job design alterations

Abstract

ABSTRACT Rationale/Purpose This study adopted the frameworks of human resource management and development to explore how forced adjustments to job designs influenced sport employees’ psychological well-being. Job design reflects the work environment and employee tasks as designed by managers. The pandemic context emphasized the prominence of job design within human resource management models and the need to proactively manage factors related to job design to enable employee well-being. Design/methodology/approach Semi-structured interviews were conducted with 16 sport employees regarding their direct experience with job design, the resulting influences on their psychological well-being, and future job designs in the sport workplace. Findings The findings of the study included a discussion of how participants altered their job designs to realize improved psychological well-being. A significant factor in connecting job design with psychological well-being was increased autonomy. Practical Implications The agency to engage in positive alterations to job designs provided enhanced psychological well-being by helping participants grow personally and professionally. Improved psychological well-being could benefit sport employees and organizations. Research Contribution This study adds to the growing literature concerning strategic human resource management that can be used to provide improved experiences for sport employees and improve the functionality of sport organizations through enhanced job design.