| Summary: | In the past few decades, sport organizations have undergone a major change in their
management practices as they are expected to become more and more formal and professional-like.
Despite this pressure, human resource managers should give more attention
to the retention function in human resource management systems. As employees
are the lifeline of sport organizations, much emphasis should be placed on preventing
their voluntary turnover.
Utilizing qualitative and inductive grounded theory building methods this study aims to
provide invaluable information to sport managers about why employees leave or remain
in sport organizations. Given the scant research on turnover and retention in sport organizations,
this study addresses the questions: “What factors influence voluntary employee
turnover intentions in swimming clubs, and what are the top factors that drive
employee retention in such sport organizations?” Data were collected via semistructured
interviews with eleven instructors of a local swimming club.
The data analysis produced two models, one indicating the possible reasons for voluntary
turnover in sport organizations, and the other possible retention factors in those organizations.
The findings suggest that a challenging job, unsatisfying work environment,
and an unrewarding job were amongst the common reasons for intended turnover of
key employees. In contrast, a good person-job fit, well-managed organization, and value
of the job were some of the factors that were thought to enhance employee retention.
The findings of this study are discussed in the context of extant literature and implications
for management practice and future research are described. All in all, the findings
of this current study increase understanding about the turnover intentions and retention
practices in sport organizations.
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