RESUMEN
The aim of this study was to explore how sport medicine and science practitioners manage their emotions through emotional labor when engaging in professional practice in elite sport. To address the research aim a semistructured interview design was adopted. Specifically, eighteen professional sport medicine and science staff provided interviews. The sample comprised sport and exercise psychologists (n=6), strength and conditioning coaches (n=5), physiotherapists (n=5), one sports doctor and one generic sport scientist. Following a process of thematic analysis, the results were organized into the following overarching themes: (a) factors influencing emotional labor enactment, (b) emotional labor enactment, and (c) professional and personal outcomes. The findings provide a novel contribution to understanding the professional demands faced by practitioners and are discussed in relation to the development of professional competencies and the welfare and performance of sport medics and scientists.
Asunto(s)
Emociones , Práctica Profesional , Medicina Deportiva , Deportes/psicología , Femenino , Humanos , Entrevistas como Asunto , Masculino , Fisioterapeutas/psicología , Médicos/psicologíaRESUMEN
While a growing body of research has examined the types of organizational stressors encountered by individuals and their allied responses, little is known about how such individuals manage their emotional responses to these stressors or the consequences of such behaviors. This article presents novel findings from two studies examining the moderating role that emotional labor plays in the relationship between the frequency of organizational stressor experience, burnout, turnover intentions, and actual turnover in sport. In study 1, participants (n=487) completed measures of organizational stressors (OSI-SP), emotional labor (ELS), burnout (ABQ), and turnover intentions. In study 2, a 6-month longitudinal design was used to examine measures of organizational stressors (OSI-SP), emotional labor (ELS), turnover intentions, and actual turnover. Study 1 showed that surface acting moderated the relationship between the frequency of organizational stressors and burnout in sport. Further, surface acting acted as an important mechanism through which burnout mediated the relationship between the frequency of organizational stressors and turnover intentions. Study 2 showed that surface acting moderated the relationship between the organizational stressor frequency and turnover intentions-but not actual turnover-over time. These results highlight the importance of surface acting in understanding how individuals respond to organizational stressors encountered in sport, expanding our understanding of the positive and negative responses component of the meta-model of stress, emotions, and performance. These findings also highlight potentially deleterious emotion-management behaviors that practitioners might consider when aiming to support individuals encountering organizational stressors in sport.
Asunto(s)
Emociones , Fatiga/psicología , Reorganización del Personal , Deportes/psicología , Estrés Psicológico , Adolescente , Adulto , Atletas/psicología , Humanos , Estudios Longitudinales , Mentores/psicología , Persona de Mediana Edad , Encuestas y Cuestionarios , Adulto JovenRESUMEN
Despite the emergence of and widespread uptake of a growing range of medical and scientific professions in elite sport, such environs present a volatile professional domain characterized by change and unprecedentedly high turnover of personnel. This study explored sport medicine and science practitioners' experiences of organizational change using a longitudinal design over a 2-year period. Specifically, data were collected in three temporally defined phases via 49 semi-structured interviews with 20 sport medics and scientists employed by three organizations competing in the top tiers of English football and cricket. The findings indicated that change occurred over four distinct stages; anticipation and uncertainty, upheaval and realization, integration and experimentation, normalization and learning. Moreover, these data highlight salient emotional, behavioral, and attitudinal experiences of medics and scientists, the existence of poor employment practices, and direct and indirect implications for on-field performance following organizational change. The findings are discussed in line with advances to extant change theory and applied implications for prospective sport medics and scientists, sport organizations, and professional bodies responsible for the training and development of neophyte practitioners.