Human Resource Management in Sports

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Designing a Model for Delaying Employee Retirement in Sports Organizations

Authors

1 PhD student sports management, Hamedan Branch, Islamic Azad University, Hamedan, Iran

2 Assistant Professor Department of Physical Education, Hamedan Branch, Islamic Azad University, Hamedan, Iran

3 Associate Professor Department of Physical Education, Malayer Branch, Islamic Azad University, Malayer, Iran

4 Assistant Professor Department of Physical Education, Malayer Branch, Islamic Azad University, Malayer, Iran

Abstract

Objective: The purpose of this study was to design a model for postponing employee retirement in sports organizations.
Methodology: This research adopted a qualitative approach using grounded theory. It was fundamental and field-based in terms of data collection. The statistical population included experts and specialists in organizational management, sports management faculty members, managers of sports organizations, personnel from the Ministry of Sports and Youth, and sports and youth departments with over 25 years of work experience. Participants were selected purposefully and included those with publications, research, teaching experience in the study’s field, and managers of organizations related to pension funds. Interviews were conducted until theoretical saturation was reached (17 participants). Data analysis was performed using open, axial, and selective coding with a grounded theory qualitative approach.
Results: The model for postponing employee retirement in sports organizations is influenced by causal conditions (individual characteristics, personality traits, job and family-related factors). It incorporates extracted strategies (motivational and job-related), which are affected by contextual conditions (managerial, organizational culture, and organizational regulations) and intervening conditions (economic, health, unemployment, and job-related challenges). These factors can lead to psychological and professional outcomes.
Conclusion: Based on the findings, it is recommended that sports organizations develop motivational and career advancement programs for experienced employees. Additionally, revising organizational regulations and fostering a suitable culture can create better conditions for these employees to continue their work. Providing facilities and health and psychological support for older employees can also increase their motivation to remain active.

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Human Resource Management in Sports
Volume 12, Issue 2
June 2025
Pages 315-332
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