Attitudes are involved in every aspect of organizational life. Employee attitudes cover numerous things, including their pay, promotion opportunities, supervisors, senior management, the work performed, and co-workers. An attitude is a hypothetical construct; it is not real and it cannot be touched, seen, etc., thus it has to be inferred by what an individual says or does (Robbins, 1992). The comprehensive and productive method of analyzing how sport management faculty feel about their job is through the use of an attitudinal survey. Many important perspectives within any organization are attitudes related to job satisfaction. High job satisfaction contributes to job involvement, organizational commitment, greater quality of life and improved mental and physical health, however, job dissatisfaction contributes to employee turnover, absenteeism, labor grievances, labor problems, and a negative organizational climate (Cherrington, 1989). There is a scarcity of empirical research within sport management literature addressing job satisfaction. The purpose of this study was to determine sport management faculty members' job satisfaction using the pay facet of the Job Descriptive Index. This study was exploratory, participants selected were all sport management faculty within the United States (U.S.). Utilizing Cawley's (2000) list of U.S. sport management programs, a survey was mailed to 234 sport management faculty. Of self-reporting faculty, 172 deemed usable surveys, yielding a 72% return rate. A t-test was used to determine mean differences by gender and pay satisfaction, institution type and pay satisfaction, and finally, tenure status and pay satisfaction. Between institutional type and pay satisfaction, a difference was found. For private institutions, M= 25; SD=13.16 and public institutions, M= 35; SD=9.54 (t=-4.641, df=163, p=.000). Faculty employed at public institutions overall were more satisfied with their salaries. When determining differences between tenured and non-tenured faculty,there were no differences. Tenured, M=33; SD=18 Non-tenured, M= 30; SD=13 (t=1.245, df=163 p=.215). Finally, there were differences between gender and pay satisfaction. Female, M = 31; SD=14 Male, M=32, SD=17 (t=-2.895, df=163, p=.004). Males were found more satisfied with their pay satisfaction. The findings of this study may assist sport management as a field to examine its strengths and weaknesses, in addition to better understanding faculty and their level of pay satisfaction. Future studies are recommended for investigating other facets of the Job Descriptive Index (i.e., promotion, supervisors, co-workers and work itself) of sport management faculty. Recommended also is an international study of sport management faculty satisfaction of pay.Keyword(s): college level issues, gender issues, sport management