Because of long working hours, especially in the evenings and weekends, high school and college coaches are particularly vulnerable to work-family conflict (Dixon & Bruening, 2005, Sagas & Cunningham, 2005). Work-family conflict (WFC) is the “simultaneous occurrence of two (or more) sets of pressures such that compliance with one would make more difficult compliance with the other” (Kahn et al., 1964, p. 19), and the effects of WFC include lower job, family, and/or life satisfaction, and higher turnover intentions (Eby et al., 2005). Hom & Kinicki's (2001) work suggested that WFC is associated with lower job satisfaction, which may lead to employee turnover. While satisfaction with pay is a component of job satisfaction, it may influence an individual to leave an organization or occupation (Kinicki et al., 2002), especially if coaches feel they are not being properly compensated for time away from family. Since sport administrators must handle the hiring and retention of quality coaches, an examination of these variables may be beneficial. Therefore, the purpose of this study was to examine the pay satisfaction on WFC and occupational turnover intentions. Specifically, it was predicted that WFC would mediate the relationship between satisfaction with pay to occupational turnover intentions. Data from coaches were collected through a mailed questionnaire as part of study assessing quality of employment in college coaching. A stratified random sample was used to select coaches from all NCAA divisions with 343 usable responses collected. Results confirmed a significant bivariate relationship between all variables in the study (p <.001 for all). Using regression, satisfaction with pay (b = - .14, p<.01) was significant in predicting occupational turnover intentions. However, when satisfaction with pay and WFC were used to predict occupational turnover intentions, the mediator, WFC (b = .29, p<.001), maintained its effect on occupational turnover intentions. However, satisfaction with pay was insignificant (b = - .05, ns), suggesting the predicted mediated relationship (R2 = 9.4%). Significantly this implies that while pay satisfaction has a direct affect on occupational turnover intentions, WFC is one significant process through which this component of job satisfaction acts on an individual's intention to withdraw from the coaching occupation. It may also suggest that coaches not satisfied with pay are more aware of the conflict between work and family. Additionally, this builds on WFC research within sport as little work has been done on the effects of job incentives within coaching. Keyword(s): administration/mgmt, coaching, sport management