While satisfaction is an important variable in its own right, and is probably the most studied variable in organizational research (Spector, 1997), there is continued focus on its relationship to behavioral outcomes such as turnover and performance (Judge et al., 2001; Schleicher et al., 2004). Job satisfaction has been shown to have a small to medium negative relationship to turnover (Chelladurai & Ogasawara, 2003; Currivan, 2000) and positive relationship to performance (Steel & Rentsch, 1997). The exploration of satisfaction is important not only for assessing attitudes towards work, but also for managing individual and organizational behavior (Dixon, 2002; Snyder, 1990). As such, it remains a critical avenue for investigation. The major limitation of current satisfaction research is that we have little understanding of whether there are certain aspects of satisfaction that are more important than others for predicting behavioral outcomes. The purpose of this inquiry was to utilize qualitative methodology to gain a more in-depth understanding of the facets of job satisfaction and dissatisfaction in intercollegiate coaches in order to build a grounded model for better predicting behavioral outcomes (Edwards, 1999; Herzberg, 1979). Participants in semi-structured in-depth interviews were eighteen head coaches of soccer and basketball (9 males, 9 females) from NCAA Division III schools. Interview questions were adapted from Herzberg et al. (1957) and were designed to assess various facets and outcomes of coaches' job satisfaction and dissatisfaction. Results indicated that coaches place satisfaction into four sub-categories: hassles, uplifts, deep satisfiers, and job-busters. Hassles consist of elements such as a low budget, extra duties (e.g., laundry, field maintenance), and a difficult recruiting environment. Hassles lead to frustration, but do not necessarily make coaches want to leave their jobs. Uplifts consist of salary raises, winning, and encouragement. Uplifts lead to enjoyment, but do not increase performance or retention. Deep satisfiers consist of feeling that one is having a positive influence on athletes, positive relationships with other staff, playing well, and feelings of accomplishment. These lead to job effort and retention. Finally, job busters are deep-level dissatisfiers that lead to job turnover. These consist of work-family conflict, lack of administrative support, and low pay. Some elements of satisfaction are more important for predicting behaviors than are others. Researchers must continue to capture these elements in order to better understand and manage behavior. Administrators may want to focus their attention on deep satisfiers and job busters to optimize performance. Keyword(s): coaching, sport management