A Study on Motivation and Organizational Commitment of Amateur Slow Pitch Softball Team Participants and Coach’s Leadership Behavior

• Main Authors: Da-ling Wang, 王大領
• Other Authors: Jui-mei Yien
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/20812864072463333669

碩士 === 立德大學 === 休閒管理研究所 === 98 === The purpose of this study is to analyze the current status of the participation motivation of the amateur slow pitch softball team players, organizational commitment and the coach’s leadership. Moreover, it discusses the differences of motivation, organizational commitment and coach’s leadership between amateur slow pitch softball players with different background varieties. This study adopts questionnaires to study the amateur slow pitch softball team in Kaohsiung City. I analyze the 203 effective questionnaires by descriptive statistics analysis, reliability analysis, t-test, one-way ANOVA, Pearson product-moment correlation and regression analysis. The results are as following details: (1)The amateur slow pitch softball players in Kaohsiung City are mostly males who are between 21 to 40 years old. Additionally, the majority is single and the education level is focused on college. As for occupation, most of them are office workers and the average income is between NT 20,000 to 40,000. Most of them have joined the team for over three years and most of them practice one day per week. (2)There are significant differences on different statistic varieties concerning the participants’ age, marital status, income, occupation, the length of time joined the team, practice days, practice hours, and participation motivation. There are significant differences on the participants’ age, income and organizational commitment. There are significant differences on the participants’ age, occupation, the length of time joined the team, practice days, practice hours, and the position on the perceived coach’s leadership. (3)The participation motivation of amateur slow pitch ball players is related to the organizational commitment and the “Social facilitation, “ “Self-actualization,” and “Physical fitness” in participation motivation have significant influences on organizational commitment. (4)The coach’s leadership has significant relationship to organizational commitment and the “Autocratic behavior,” “Training and instruction,” and “Positive feedback” in leadership have significant influences on organizational commitment. (5)The coach’s leadership has significant relationship to participation motivation and the “Social support behavior,” and “Training and instruction” in leadership have significant influences on participation motivation.