ABSTRACT
Context: The COVID-19 pandemic has potential ramifications on work–life balance for those working in health care. Purpose: The purpose of this study was to better understand COVID-19 on work–life balance and quality of life among collegiate athletic trainers. Method: Data for this study were generated from 636 eligible respondents (33 ± 9 years) representing Division I, II, and III (n = 360, n = 104, and n = 172, respectively) settings. Results: Four main themes emerged from consensual qualitative data analysis: mental health impact, social responsibility, work–life boundaries, and 24/7 work demands. Conclusion: The results suggest that collegiate athletic trainers are struggling to find work–life balance and must find ways to implement self-care practices. [ FROM AUTHOR]
ABSTRACT
CONTEXT: The collegiate athletic setting has been described as having high workloads and working demands. The extensive time commitment required of athletic trainers working in this setting has been identified as a precursor to work-family conflict (WFC) and work-family guilt (WFG). Although individualized, experiences in the work-life interface can largely be affected by organizational factors (ie, elements specific to the workplace). Staff size and patient load may influence the athletic trainer's feelings of WFC and WFG, yet these factors have not been directly studied. OBJECTIVE: To examine organizational factors and experiences of WFC and WFG among collegiate athletic trainers. DESIGN: Cross-sectional study. SETTING: Collegiate setting. PATIENTS OR OTHER PARTICIPANT(S): A total of 615 (females = 391, gender variant or nonconforming = 1, males = 222, preferred not to answer = 1) athletic trainers responded to an online survey. The average age of participants was 33 ± 9 years, and they were Board of Certification certified for 10 ± 8 years. A total of 352 participants (57.2%) worked in National Collegiate Athletic Association Division I, 99 in Division II (16.1%), and 164 in Division III (26.7%). MAIN OUTCOME MEASURE(S): Participants responded to demographic and workplace characteristic questions (organizational infrastructure, staff size, and number of varsity-level athletic teams). They completed WFC and WFG scales that have been previously validated and used in the athletic trainer population. RESULTS: Work-family conflict and WFG were universally experienced among our participants, with WFC scores predicting WFG scores. Participants reported more time-based conflict than strain- or behavior-based conflict. No differences in WFC and WFG scores were found among organizational infrastructures. Weak positive correlations were present between staff size and WFC scores and WFG scores. The number of athletic teams was not associated with WFC or WFG scores. CONCLUSIONS: Organizational factors are an important component of the work-life interface. From an organizational perspective, focusing on improving work-life balance for the athletic trainer can help mitigate experiences with WFC and WFG.