Distributive Justice in Intercollegiate Athletics: Perceptions of Athletic Directors and Athletic Board Chairs

2002 ◽  
Vol 16 (4) ◽  
pp. 331-356 ◽  
Author(s):  
Daniel F. Mahony ◽  
Mary A. Hums ◽  
Harold A. Riemer
Keyword(s):  
Distributive Justice ◽  
Intercollegiate Athletics ◽  
Ncaa Division I ◽  
Athletic Directors ◽  
Division I ◽  
Division Iii

Hums and Chelladurai (1994b) found NCAA coaches and administrators believed distributing resources based on equality and need was more just than distributing them based on equity (i.e., contribution). However, Mahony and Pastore (1998) found actual distributions, particularly at the NCAA Division I level, appear to be based on equity over equality and need. The main purpose of the current study was to determine why the findings in these studies differed. The authors of the current study reexamined the principles from Hums and Chelladurai's (1994b) study, while making significant changes in the sample examined, asking new questions, and adding more distribution options. The results indicated that need based principles were considered to be the most fair, but there was less support for equality than in prior research. In addition, the current study found differences between Division I and Division III administrators with regards to some equality and equity based principles.

Bases for Determining Need: Perspectives of Intercollegiate Athletic Directors and Athletic Board Chairs

2005 ◽  
Vol 19 (2) ◽  
pp. 170-192 ◽  
Author(s):  
Daniel F. Mahony ◽  
Mary A. Hums ◽  
Harold A. Riemer
Keyword(s):  
Intercollegiate Athletics ◽  
Ncaa Division I ◽  
Athletic Directors ◽  
Division I ◽  
Athletic Administrators ◽  
Division Iii ◽  
Intercollegiate Athletic ◽  
Distribution Of Resources ◽  
Competitive Success ◽  
Program Costs

The distribution of resources in intercollegiate athletics has been controversial for many years. Prior research indicated various stakeholders believed need-based distributions were fair and were more likely to be used. It was not clear, however, how the stakeholders determined need or which sports had the greatest needs. The results of the current study indicate that athletic administrators believe programs need more resources when they lack resources, have high program costs, or lack adequate resources to be competitively successful. Although these three reasons were each identified by all groups, Division I administrators cited competitive success more often, and Division III administrators cited high program costs more often. The current study also found that football was the sport believed to have the greatest needs at both the NCAA Division I and Division III levels, and men’s sports were generally believed to have greater needs.

Female NCAA Division I Athletic Directors: Experiences and Challenges

2016 ◽  
Vol 24 (1) ◽  
pp. 14-25 ◽  
Author(s):  
Elizabeth A. Taylor ◽  
Robin Hardin
Keyword(s):  
Intercollegiate Athletics ◽  
Ncaa Division I ◽  
Role Models ◽  
Athletic Directors ◽  
Career Mobility ◽  
Division I ◽  
Athletic Department ◽  
Female Role ◽  
Football Programs

This study examined the experiences and challenges of 10 female Division I athletic directors. Four themes emerged from the interviews: (a) lack of female role models; (b) females are not qualified to manage football programs; (c) scrutiny about (lack of) ability and experience, and (d) benefits of intercollegiate coaching experience. The findings of this study suggest these are the central causes for females’ inability to reach maximum career mobility in the intercollegiate athletics industry. Participants encouraged women trying to enter the intercollegiate athletics industry to find a mentor who can advocate for them as they navigate through their career. In addition, participants encouraged those entering the industry to gain experience in as many facets of the athletic department as possible.

Perceived Occupational Stress among NCAA Division I, II, and III Athletic Directors

1995 ◽  
Vol 9 (1) ◽  
pp. 70-77 ◽  
Author(s):  
Barry W. Copeland ◽  
Scott Kirsch
Keyword(s):  
Occupational Stress ◽  
Intercollegiate Athletics ◽  
Ncaa Division I ◽  
Athletic Directors ◽  
Policy Decision ◽  
Fund Raising ◽  
Division I ◽  
Quick Recovery ◽  
Significant Difference ◽  
Related Stress

Increasing demands among contemporary administrators of intercollegiate athletics may potentially create role overload and lead to occupational stress (0S). The purpose of this study was to identify perceived stress levels of intrinsic administrative tasks among NCAA Division I (n = 37), II (n = 27), and III (n = 44) head athletic directors (ADs), and to determine if these perceptions varied by divisional status. A 21-item survey was administered to randomly selected subjects (N = 108) to assess (a) demographics, (b) general perceptions of OS, and (c) levels of task-related stress, on a 5-point Likert scale. One-way ANOVA and Scheffe's post hoc comparison reveals no significant difference (p > .05) in general perception of job stress across divisions; Ads across divisions reported perceived evidence of, and quick recovery from, OS almost always using a mean cutoff of 3.5. Significant differences (p < .05) for task-related stress were revealed between Divisions I and II in policy decision making and Divisions II and III in fund raising. Budget demands and firing rated highest as almost always (3.5 cutoff) stressful across divisions.

Title IX and Intercollegiate Athletics: An Analysis of EADA Data on Student Enrollment, Sport Participation and Scholarship Allocation

2015 ◽  
Vol 23 (1) ◽  
pp. 26-33
Author(s):  
Athena Yiamouyiannis ◽  
Kay Hawes
Keyword(s):  
Intercollegiate Athletics ◽  
Ncaa Division I ◽  
Title Ix ◽  
Sport Participation ◽  
Division I ◽  
Student Enrollment ◽  
Participation Rates ◽  
Critical Perspective ◽  
Division Iii ◽  
Additional Information

The 2009–10 Equity in Athletics Disclosure Act (EADA) data were used to analyze and compare student enrollment, sport participation rates/participants, and scholarship allocation at NCAA Division I, II, and III colleges and their subdivisions from a critical perspective through the lens of feminism. The EADA data included 1,062 NCAA collegiate institutions, with 350 Division I colleges, 209 in Division II, and 420 in Division III. Within Division I, the three subdivisions included I-A (FBS), I-AA (FCS), and I-AAA (without football). For Divisions II and III, findings were reported for colleges with and without football. Of the 6 million students attending NCAA colleges, 54% are female students, while only 43% of sport participants are women, which reflects an 11% gap between female enrollment and sport participation. Scholarship allocation appears to favor women when using the OCR comparison of scholarships to participants; however, the opposite conclusion is drawn based upon additional information.

Diversity Training in Intercollegiate Athletics

2012 ◽  
Vol 26 (5) ◽  
pp. 391-403 ◽  
Author(s):  
George B. Cunningham
Keyword(s):  
Intercollegiate Athletics ◽  
Ncaa Division I ◽  
Transfer Of Training ◽  
Diversity Training ◽  
Gender Diversity ◽  
Division I ◽  
Athletic Departments ◽  
Division Iii ◽  
Future Directions ◽  
Different Cultures

The purpose of this study was to examine the prevalence, antecedents, and outcomes of diversity training in intercollegiate athletics. Data were collected from senior level administrators and aggregated to the department level for NCAA Division I (n= 239), Division II (n= 205), and Division III (n= 231) athletic departments. Only 53% of the athletic departments offered training. Logistic regression indicated that gender diversity, sexual orientation diversity, divisional affiliation, and the presence of a proactive diversity culture were all predictive of whether the department offered training. Additional analysis indicated that sensitivity to individual needs and understanding different cultures were the topics most covered in the training. Finally, the motivation for training (either compliance- or effectiveness-based) and the degree to which the training was systematically integrated were predictive of transfer of training, with the latter variable holding the strongest association. Implications, limitations, and future directions are discussed.

scholarly journals An Examination of the Present and Predictions for the Future of Intercollegiate Athletics

2019 ◽  
pp. 48-81
Author(s):  
James T Morton ◽  
Donna L Pastore
Keyword(s):  
Intercollegiate Athletics ◽  
Research Design ◽  
Ncaa Division I ◽  
Delphi Technique ◽  
Athletic Directors ◽  
Expert Panel ◽  
Division I ◽  
Economic Sector ◽  
The Future ◽  
Associate Athletic Directors

This study forecasts future issues in NCAA Division I FBS intercollegiate athletics.  The research design employed the Delphi technique to survey an expert panel, consisting of 12 athletic directors and associate athletic directors from FBS institutions, over three rounds to ascertain what issues are likely to occur over the next five to seven years and whether or not these issues will have a significant impact on the way intercollegiate athletics operates.  Results of the study revealed eight issues that were likely to occur over the next five to seven years.  Four of these issues related to the economic sector of the environment, one related to the legal sector, and three related to the sociocultural.  Further, 14 of the issues were rated by the expert panel as having a significant level of impact if they were to occur. Recommendations are made based on the forecasts by the expert panel. 

Graduate-Level Professional Preparation for Athletic Directors

1992 ◽  
Vol 6 (1) ◽  
pp. 15-26 ◽  
Author(s):  
Jacquelyn Cuneen
Keyword(s):  
Ncaa Division I ◽  
National Collegiate Athletic Association ◽  
Athletic Directors ◽  
Doctoral Degree ◽  
Division I ◽  
Sports Management ◽  
Graduate Level ◽  
Acceptance Criterion ◽  
Factorial Anova ◽  
Graduate Curriculum

The purpose of this research was to design a curriculum for graduate-level preparation of National Collegiate Athletic Association (NCAA) Division I and II athletic directors. A survey instrument, consisting of a composite of 41 courses and based on R. Hay's model, Proposed Sports Management Curriculum and Related Strategies, was mailed to the full population of NCAA Division I and II athletic directors (N=569). A total of 307 completed surveys were returned from directors of men's, women's and merged athletic departments. Respondents rated each course using a 5-point Likert scale ranging fromnot important(1) toessential(5). There were 17 courses that were rated very important according to the acceptance criterion of a mean of 3.5 or greater. Results of a 2 × 3 (Division × Program type) factorial ANOVA, with alpha adjusted from .05 to .001 by Bonferroni's contrasting procedure, indicated that there were no differences in determined levels of course importance. It was concluded that a graduate curriculum to prepare a collegiate director of athletics should be implemented through the collaborative effort of an interdisciplinary faculty and that the program should culminate with a doctoral degree.

Applications: Rating College Passers

1981 ◽  
Vol 74 (6) ◽  
pp. 451-452
Author(s):  
William D. Jamski
Keyword(s):  
Intercollegiate Athletics ◽  
Ncaa Division I ◽  
National Collegiate Athletic Association ◽  
Statistical Data ◽  
College Football ◽  
Division I ◽  
Governing Body

In 1980 there were many good passers in college football, but how would you rate them? The National Collegiate Athletic Association (NCAA), the major governing body for intercollegiate athletics, proceeds by maintaining statistical data on the performance of the passers in a number of categories. This information provides the bases for making objective comparisons among the passers. For example, in table 1, the four leading passers for NCAA Division I (major college football) in 1980 are listed alphabetically with their respective passing statistics. From these data, differences in the performance of the passers can be noted.

Exploring NCAA Division I Athletic Administrator Perceptions of Male and Female Athletic Directors’ Achievements: A Photo Elicitation Study

2018 ◽  
Vol 35 (2) ◽  
pp. 132-140 ◽  
Author(s):  
Eddie Comeaux ◽  
Adam Martin
Keyword(s):  
Ncaa Division I ◽  
Athletic Directors ◽  
Hegemonic Masculinity ◽  
Division I ◽  
Photo Elicitation ◽  
Administrator Perceptions ◽  
Athletic Administrators ◽  
Male And Female ◽  
Elicitation Study ◽  
Gendered Stereotypes

This study employed the concept of hegemonic masculinity as an interpretive framework to explore NCAA Division I athletic administrator perceptions regarding the professional accomplishments of male and female athletic directors. Using photo elicitation methodology, athletic administrators (e.g., athletic directors, academic advisors/counselors for athletes, and coaches) responded to a photograph of and vignette about either a male or female athletic director. This study found that while some athletic administrators were supportive of the achievements of both male and female athletic directors, some subscribed to hegemonic masculinity, gendered stereotypes, and homologous reproduction. These findings have implications for stakeholders in the affairs of athletics who are committed to creating more equitable athletic environments.

An Assessment of the Perception of Management and Leadership Skills by Intercollegiate Athletics Conference Commissioners

1998 ◽  
Vol 12 (2) ◽  
pp. 146-164 ◽  
Author(s):  
Jerome Quarterman
Keyword(s):  
Intercollegiate Athletics ◽  
Ncaa Division I ◽  
Survey Design ◽  
Leadership Skills ◽  
Division I ◽  
Athletic Administrators ◽  
Intercollegiate Athletic ◽  
Brain Hemisphere ◽  
Descriptive Survey ◽  
Management And Leadership

The purpose of this investigation was to assess the perceptions of intercollegiate athletics conference commissioners regarding skills associated with management and leadership. A descriptive survey design was used to collect the data. The study showed that commissioners (N = 75) of NCAA Division I, II, and III conferences rated skills associated with management higher than those associated with leadership (f[l,69] = 5.109, p = .0001). Based on a 5-point Likert scale, the survey concluded: (a) Overall mean rates for management (M = 3.61, SD = .680) were higher than for leadership (M = 3.28, SD = .636), and (b) mean rates for both management and leadership were above average (M = 3.00). Serendipitously, the skills of management and leadership were discovered to be associated with brain hemisphere and whole brain thinking. The investigation's findings may serve as a guide for further research on management and leadership of intercollegiate athletic administrators.

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