Date of Award

12-2025

Degree Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

School

Leadership

Committee Chair

Dr. H. Quincy Brown

Committee Chair School

Leadership

Committee Member 2

Dr. Jonathan Beedle

Committee Member 2 School

Leadership

Committee Member 3

Dr. Amin Alizadeh

Committee Member 3 School

Leadership

Committee Member 4

Dr. Chris Croft

Committee Member 4 School

Marketing

Abstract

This quantitative causal-comparative study explored intrinsic and extrinsic motivators and work-role satisfaction among a post-pandemic, multigenerational workforce in the North American sports and entertainment industry. Using an adapted version of the Sports Grounds Safety Authority’s (SGSA, 2022) Evaluation of Systematic Stewarding Challenges instrument, the study analyzed data from 560 participants representing safety, security, and service roles across sports and entertainment venues. The research examined generational differences in motivation, satisfaction, and barriers to retention within the framework of Human Capital Theory, Herzberg’s Two-Factor Theory, and Self-Determination Theory.

Principal component and confirmatory factor analyses verified the reliability and validity of the adapted instrument, revealing three statistically sound components—Intrinsic Motivation (Service, Belonging, and Self-Actualization) and two Extrinsic Motivation factors (Compensation and Career Growth; Flexibility and Scheduling)—that accurately modeled the study’s theoretical constructs. The CFA validated this structure, producing standardized loadings > .60, composite reliability > .80, and average variance extracted > .50, demonstrating both convergent and discriminant validity.

Findings demonstrated that intrinsic motivators—purpose, belonging, service, and responsibility—remained consistent across all generations and were the strongest predictors of overall satisfaction. Younger cohorts (Generation Z and Generation Y) emphasized extrinsic motivators, particularly flexibility, scheduling, and compensation, while Generation X valued stability and security. Baby Boomers expressed higher satisfaction with intrinsic rewards and social belonging but reported greater sensitivity to fan behavior and declining civility. Overall satisfaction remained high (M ≈ 4.5 on a 5-point scale), confirming enduring engagement despite post-pandemic pressures.

Triangulation with the SGSA (2022) study and the Deloitte Human Capital Trends 2024 report underscored global convergence in workforce sentiment—valuing meaning, growth, flexibility, and respect. Policy recommendations include designing equitable pay frameworks, professionalized training pathways, flexible scheduling models, and targeted mentoring to support generational needs. Collectively, these findings affirm that balanced investment in human capital—aligning extrinsic incentives with intrinsic purpose—enhances motivation, satisfaction, and workforce sustainability in the evolving sports and entertainment industry.

Download

Share

COinS