Female Employees' Perceptions of Employment Trends in Intercollegiate Athletics Departments

Purpose

The percentage of administrative positions held by women at NCAA Division I, II, and III athletics increased to an all-time high. Females hold 48.6% (1914 of 3941) of these positions, an increase of 13.4% since their last update in 2006. Female representation in head athletics administration positions, however, has not increased at the same rate. Females hold 21.3% (224 of 1052) of head athletics administrator positions, an increase of 2.7%. Furthermore, females are under represented in certain segments of athletics departments. For instance, only 11.3% of sports information directors are female.

The purpose of this study was to gain insight into factors leading to under representation of females within various segments of intercollegiate athletics departments.

Methods

A total of twelve female intercollegiate athletics department employees agreed to participate in this study. The participants consisted of Head, Associate, and Assistant Athletics Directors and other administrators such as Coordinators and Managers. They are employed at three different Division I-A intercollegiate athletics departments in the Southern United States. Data collection took place in the form of qualitative, semi-structured interviews. Each interview lasted between 35-45 minutes and was audio taped. Participants were interviewed individually and were asked a series of pre-formatted, open-ended questions as well as follow up questions that were not pre-formatted. Due to variance in experience, standpoint theory was utilized in the theoretical framework.

Analysis/Results

Participants identified the workings of the “old boys club” as a factor that has resulted in fewer opportunities for females, especially head positions at “big time” athletics programs. Family obligations that are oftentimes incompatible with position responsibilities were also identified as a significant reason as to why male hold the majority of these positions. Some participants perceived high female representation in certain segments (i.e. compliance, academic advising) and low representation in others (i.e. operations) as problematic. Societal beliefs in which females are offered these positions due to perceptions of being a “natural fit” may be responsible for this trend. Others did not see this trend as problematic.

Conclusions

Athletics departments should critically analyze their programs and create strategies in order to increase female representation in areas such as sports information and operations. Internship programs can also make attempts to incorporate females into areas where under representation exists. Female students need to be provided with opportunities to seek employment in these areas.