PURPOSE This study examines changes in sport-team employees’ job satisfaction over their tenure and how these are moderated by their organizational identification and team identification, formed through their concurrent roles as fan and employee. METHODS A total of 292 sport-team employees participated in a survey, and their self-reported tenure length served as the time variable. This study estimated the nonlinear pattern of job satisfaction and tested the moderating effects of dual identification using generalized additive mixed models with random effects at the individual level. RESULTS Job satisfaction followed a honeymoon–hangover–rebound curve, rising during the first 0–29.4 months, declining between 29.4 and 76.8 months, and increasing again after 76.8 months. Higher levels of organizational and team identification positively moderated this pattern. CONCLUSIONS Applying a time-based job satisfaction model from organizational behavior to the sport management setting extends the model’s generalizability. This study empirically demonstrated that the fan–employee dual identification can significantly amplify or attenuate the job satisfaction pattern, highlighting the need for sport organizations to develop human resource strategies specific to one’s tenure phase.
