The bent of human resource theory on gender equality: examining work conditions for female leaders in U.S. collegiate athletic organizations

Lana L Huberty,Whitney Marks,Mark E Moore,Shelley Binegar

doi:10.21511/ppm.14(3-3).2016.01

Lana L Huberty, Whitney Marks + Show 2 more

Open Access

https://doi.org/10.21511/ppm.14(3-3).2016.01

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Abstract

The low representation of female leaders is problematic in work organizations. In fact, women historically have had trouble entering the managerial hierarchy of a multitude of industries including the sport industry. Accordingly, the evolution of sport has proffered a diverse array of jobs with growth potential. Despite this, sport remains a male dominated sector where women’s perspectives on work issues have not been fully investigated. The purpose of this study is to examine perceived organizational factors impacting the representation of female leaders in college athletics. To promptly investigate issues and concerns of working women in sport, the research focused on human resource management (HRM). This study utilized survey design, specifically snowball sampling, to generated 60 completed questionnaires from female administrators working in U.S. collegiate athletics. A Qualtrics online survey site was created to gather responses. Data were analyzed using descriptive statistics. Demographics showed the level of work experience, position titles, and educational background varied across the sample. Results showed that structures were important factors in recruiting and advancing female leaders, while the ’ole’ boys’ networks and limited social capital negatively impacted leadership development. In conclusion, leadership opportunities for women in intercollegiate athletics were perceived to be shaped by organizational practices. Keywords: female leaders, U.S. college athletics, social capital, organizational practices, HRM structures. JEL Classification: M14

Highlights

Results from the survey indicated that most respondents believe that their human resource management (HRM) structures to be active in recruiting qualified female personnel
The mean score supporting this belief was 3.87 (1 = Not effective, 5 = Highly effective) (RQ1). Respondents felt that their HRM structures were useful in assisting qualified female employees into positions of leadership
Observations on compensation and other relevant HRM matters related to women in the leadership and managerial hierarchies are suggested as areas for future research. This investigation added to the existing literature on gender and leadership by focusing on women as intercollegiate athletic leaders

Summary

Introduction

Eikhof (2012) emphasized that additional research needs to be conducted to appreciate the complexity of workforce development from a gendered perspective. There is evidence that research oriented toward workplace diversity and strategic human resource management (HRM) relative to gender has not been fully developed (Martin-Alcázar, Fernández and Gardey, 2013). Human resource management has a vested interest in research that provides a better understanding of gender equality issues among employees (Parcheta, Kaifi and Khanfar, 2013). A gender focus is lacking in the extant literature pertaining to HRM (Eikhof, 2012). This discrepancy is an important oversight, at a time when the

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