Human resource retention in sport: The impact of self-reflective job titles on job burnout and security

Abstract

ABSTRACT Research Question Despite some management practices that have been identified in the field of human resource retention (HRR) in sport, little is known about the individual practices, especially selecting self-reflective job titles (S-RJTs), and their impact on HRR reflectors. To fill this gap, this study presents retention guidelines by considering the effect of S-RJTs on job burnout and security, through the use of a HRR framework. Research Methods Using a quasi-experimental design, one hundred eighty paid sport staff (school sport team coaches, public fitness trainers, local sport team coaches, and recreational department employees) working in the sport organizations located at remote areas were randomly assigned to experiment (n = 92) and control (n = 88) groups. The participants were asked to respond to the job burnout and job security questionnaires in Time 1 (at the beginning of the study) and Time 2 (five weeks later). Results and Findings Results indicated that those professional paid sport staff creating S-RJTs reported less emotional exhaustion and more feelings of job security and continuity over a five-week period, whilst depersonalization and reduced personal accomplishment did not change. Implications Referring to individual manipulation, S-RJTs can thus be considered as an effective instrument of HRR in sport, but there may be different types of S-RJTs, which need to be triangulated with the nature of the job title, the mission of the organization, and a person's personality.