There is considerable evidence documenting the importance of various forms of support. For example, research has shown that supervisor support and perceived organizational support are related to increases in job satisfaction, commitment, and performance, and decreases in withdrawal behavior. Within the sport realm, Pastore, Goldfine, and Riemer (1996) posited that “by being supportive, athletic administrators may encourage coaches to stay” (p. 374). Thus, there is evidence that support coaches receive can have meaningful effects on subsequent outcomes. However, empirical support of these supposed relationships is lacking within the coaching context. For that matter, there are relatively few studies, within or outside the sport domain, to examine antecedents of perceived organizational support, such as positive work conditions (see Rhoades & Eisenberger, 2002). Therefore, the purpose of this study was to investigate potential antecedents and outcomes of perceived organizational support. Specifically, it was hypothesized that job autonomy, job variety, and job feedback would all be positively related to perceived organizational support, which, in turn, would be positively related to job satisfaction. Thus, perceived organizational support was thought to mediate (at least in part) the relationship between work conditions and job satisfaction. To test these relationships, data were collected from 83 NCAA Division I head coaches of football, men’s and women’s basketball, baseball, volleyball, men’s and women’s soccer, softball, and men’s and women’s tennis teams. Structural equation modeling was used to test the hypotheses. Competing models—one fully mediated and one partially mediated—were tested, with greater support found for the partially mediated model. The model explained 57% of the variance in perceived organizational support and 60% of the variance in job satisfaction—both large portion of variance explained. Results indicate that job variety was significantly associated with job satisfaction, but not perceived organizational support. Further, job autonomy was not related to perceived organizational support or job satisfaction. Finally, job feedback was significantly associated with both perceived organizational support and job satisfaction. The findings highlight the importance of work conditions, and especially job feedback, in predicting perceived organizational support and job satisfaction. Further, the study highlights the importance of perceived organizational support in contributing to the job satisfaction of head coaches. Thus, athletic directors should make concerted efforts to provide feedback to their coaches, to demonstrate that the organization cares for the head coaches’ well-being, and to show that the organization values their contributions. Keyword(s): administration/mgmt, athletics/sports, sport management