The primary purpose of this study was to investigate aspects of the job that influence job satisfaction among campus recreation administrators. Job satisfaction was measured by the Job Satisfaction Survey (JSS) which consisted of nine subscale measures that relate to employee job satisfaction and strongly examines perceptual and attitudinal variables (Spector, 1997). Participants, consisting of 104 campus recreation administrators, were affiliated with the National Intramural Recreational Sports Association (NIRSA). According to the data, the degree to which campus recreation administrators are satisfied with their job is significant in two subscales. Results from this research suggest that supervision and nature of work were the two highest ranking measures of job satisfaction among campus recreation administrators at 4-year institutions. The second part of the Job Satisfaction Survey requested demographic information. Results from this research suggest that the demographic information was not significant to explain the overall level of job satisfaction.
The main purpose of this study was to identify what factors restrict campus recreation departments from performing diversity/multicultural training. This study addressed the lack of research on diversity/multicultural training programs within campus recreation departments and examined the relationship between type of institution, department size, and the number and types of diversity/multicultural training programs offered in an academic year. Of the 210 campus recreation departments surveyed, 52% indicated they did not have enough time to give the necessary attention to diversity/multicultural training and any related strategies and initiatives. Of the 108 institutions that offer diversity/multicultural training, limited staff (47%), limited expertise/knowledge (46%), and other constraints (41%) hindered their ability to carry out effective diversity/multicultural training. By identifying diversity/multicultural training as a priority, campus recreation administrators could focus on what they are capable of providing given their department's staff, resources, budget, and knowledge of diversity/multicultural training programs.
The purpose of this study was to examine the need for marketing efforts and a marketing plan within the campus recreation profession. Participants consisted of 218 campus recreation administrators from four-year public and private institutions affiliated with the National Intramural Recreational Sports Association (NIRSA). Results from this research suggest that established marketing strategies and marketing plans provide the campus recreation profession coordination with their marketing efforts. The second component of this research requested that respondent's identify marketing techniques being used in the campus recreation profession. Results from this research suggest that employee skills and responsibilities, external guidelines, budget constraints, and marketing mediums provide challenges to the campus recreation profession.
Colleges and universities are facing the challenge of providing an environment of acceptance. As a cocurricular activity within higher education, campus recreation programs are expected to provide opportunities for students to become aware and appreciative of cultures or individuals different from themselves. The main purpose of this study was to address the lack of research on diversity/multicultural training programs within campus recreation departments. In this study, we explored the diversity/multicultural training that was offered, the benefits of this training, and the growing need for these programs within campus recreation departments. Of the 105 campus recreation departments surveyed, 93% indicated they agree or strongly agree that campus recreation leadership is fully committed to the long-term success of diversity/multicultural awareness strategies and initiatives. However, only 44% stated they currently provide or implement diversity/multicultural training. Diversity/multicultural training may be a necessary component to impart personal knowledge and training to its employees to effectively achieve diversity goals.
The Millennial cohort (those born between 1980-2000) is the future workforce in the United States. A review of literature revealed that much research has been conducted regarding this cohort's motivation in the work place and desired work attributes. However, there is little to no research regarding the Millennial cohort of campus recreation. Therefore, current student members of NIRSA pursuing a career in campus recreational sports were surveyed to determine what work attributes they desired in their professional positions. The findings revealed that the internal attributes (i.e., people you work with, skill development) of the job were more important than the external attributes (i.e., location, compensation). Further investigation found that this cohort is more similar within than they are different. However, some of the Millennials' desired work attributes may vary from previous generation's desired work attributes.
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