Mid-level administrators comprise the largest group of administrative professionals on college campuses today. These professionals affect the daily lives of students and contribute significantly to the overall coordination of institutional resources and activities. Despite the importance of their role in administering programs, services, and other functions central to the mission of the university, little research has been conducted examining the issues that impact their motivation and job performance. The purpose of this qualitative case study was to increase understanding of the factors affecting work motivation of mid-level student affairs administrators through the identification of motivational determinants and an exploration of whether these determinants differed based on the career stage of the mid-level administrator. This study used Vroom’s theory of work motivation, specifically valence, instrumentality, and expectancy, to determine the factors motivating mid-level student affairs administrators to perform in their work roles. Ten mid-level student affairs administrators at a large, public, Hispanic-serving institution were interviewed. Findings suggest that mid-level student affairs administrators are motivated by the opportunity to serve students and influence the development of their subordinate staff. Participants cited internal drives, such as work ethic and a need for achievement, and external factors, such as opportunities to engage in their own professional development, recognition, and pay, as motivators. Some participants maintained that the culture of the institution had an impact on their motivation to perform. Individually and collectively, these motivational determinants influenced the effort and performance of these mid-level administrators in their work roles. Overall, the participants reported that they enjoyed their work and felt rewarded for their efforts in their work roles. Findings suggest that important differences in motivational determinants as a function of career stage are negligible. Implications and recommendations to implement initiatives to promote and support the identified motivational factors are discussed.

Thesis (M.Ed.)--Memorial University of Newfoundland, 2001. / Bibliography: leaves 169-188.

Thesis (M.Ed.)--Memorial University of Newfoundland, 2000. / Bibliography: leaves [62-64].

Thesis (D.Ed.)--University of Delaware, 2009. / Principal faculty advisor: Barbara Curry, School of Education. Includes bibliographical references.

This thesis uses Native American Student Affairs (NASA) at the University of Arizona (UA) as a case study to see where NASA matches and diverges from the current literature on Native American Cultural Centers (NACC). Twenty-eight current Native American undergraduates and graduates were surveyed about their views on NASA, and their responses were then analyzed for common themes. The findings showed that NASA was similar to the current research when it came to themes of community, promoting culture, feeling less isolated, networking, and having an independent space. It diverged on one demographic aspect, namely a significant portion of student respondents came from reservations, which is not reflective of the Native community in the United States as a whole. Additionally, it mentioned the importance of event hosting, which is not mentioned in the current literature at all. The majority of students identified NASA as creating a space for them to feel supported, provide resources, network, and host events that promote awareness of Native American issues. The thesis ends with recommendations for NASA based on the responses, and advocates for further research to delve deeper into the nuances of NACC's and their responsibility to continuously adapt to the needs of their students.

No description available.

This multi case study examined how leaders of color narrated their experiences regarding access to leadership positions at two universities in California before and after Proposition 209 (California's anti-affirmative action legislation) was enacted in 1996. The research focused on addressing a gap in the literature with regards to professionals of color and the barriers they may have faced in the hiring process in an era of anti-affirmative action legislation. Semi-structured interviews of eighteen Student Affairs leaders of color (with job descriptions no lower than assistant director) were conducted. In addition, critical discourse analysis as outlined by Fairclough (1995) was used to analyze affirmative action plans from both institutions before and after Proposition 209. Cultural capital and critical race theory were the theoretical frameworks used to analyze the participant narratives and the discourse within the affirmative action plans. Findings included: qualifications being more important than cultural forms of knowledge, more diversity among director level positions, the hiring process being described as complex and lengthy, the importance of professional mentors, and leaders of color needing to assimilate to valued norms representative of the status quo to be successful in the hiring process as well as in their professional work environments. Recommendations for further research as well as recommendations for leadership development for professionals of color in higher education institutions is discussed.

Senior Student Affairs Officers (SSAOs) play an important role in post-secondary institutions ensuring their institutions’ policies, goals and strategic plans are respected while simultaneously supporting students’ academic and campus life needs. Their work is complex, challenging and constantly changing; the decisions they make can impact reputations, academic careers and the integrity of programs and institutions. It would be assumed, then, that the literature is replete with first-hand accounts of how SSAOs do their jobs, what skills they need, and what tools they use. Surprisingly, this is not the case. While the literature is not lacking research about the profession generally, it has limited personal accounts by practitioners describing the work they do, and how they make their complex decisions. This dissertation addresses this issue by presenting a first hand account of my work as a SSAO. In addition to a commitment to add to the student affairs literature base, the purpose of this study was to develop a decision-making model that would provide a structure to my practice and guide a process to develop consistent and fair courses of action. I began the task by reviewing existing decision-making models and making a series of adaptations that would create a framework that would be useful in my decision-making efforts. I then constructed four vignettes, exemplifying the types of issues I encounter in my role as a SSAO. Each vignette was used sequentially to test and critique the decision-making framework thereby indicating places where refinements were needed. The first three vignettes were instrumental in illustrating and exposing the shortcomings of the framework. The fourth vignette provided a scenario that challenged the model and suggested where limitations lie not just in the framework, but also in the work of SSAOs. The end result of this iterative process is a refined two-stage decision-making framework. This work has added to the literature of the student affairs profession; it provides a much needed tool, a decision-making framework that can assist practitioners in their role of providing consistent and fair decisions in an environment fraught with change and uncertainties.

The purpose of this qualitative study was to determine how participation in learning communities in colleges and universities affected the behaviors of faculty and residence life staff regarding student learning. Learning communities have been identified as instruments of curricular reform in higher education that focus institutional energies toward student learning. Several studies have documented the benefits that learning communities provide to students, and to a more limited extent, faculty members. However, information was lacking in the literature regarding how partcipation in learning communities affected the interaction between residence life staff members and faculty members.Purposive sampling was used to identify respondents in this study. Faculty and residence life staff members from five public, Midwestern universities with residentially-based learning communities were identified by the researcher. A semi-structured format was used to interview all respondents in their respective offices at their respective universities.The findings suggest that faculty and residence life staff who participate in learning communities have greater understanding and appreciation of one another's roles, are more likely to communicate with one another about specific student concerns, and coordinate in-class and out-of-class activities. Learning community models that are structured in such a manner that residence hall directors and faculty members regularly meet and are working with the same group of students appeared to foster the greatest degree of collaboration, cooperation, and communication between faculty and residence life staff. Additionally, the findings of this study support previous studies (Astin, 1996; Clark, 1987; Kirp, 1997) which indicated that the research orientation of a university can have negative effects upon teaching. / Department of Educational Leadership

The purpose of this study was to describe the career paths of female senior student affairs officers (SSAOs) in American four-year institutions of higher education. Specific topics investigated included (a) demographic profile, (b) entry level and SSAO stepping stone positions, (c) work experience, (d) formal education, (e) promotion path, (f) career goals, (g) characteristics of the employing institutions, and (h) common career barriers.The population consisted of all 356 female NASPA members employed as SSAOs in American four-year institutions of higher education during the fall of 2000. A survey instrument designed by the researcher was used to gather data.The average age of female SSAOs when they were first appointed to this position was 41 years. The vast majority (81%) was White, and the most frequently reported marital status was married/partnered. Almost one-third of the SSAOs reported jobs in residence life as their entree into student affairs work. Jobs in the dean of students' office were the most frequently reported SSAO stepping stone positions. At the time they were first appointed SSAOs, they had worked an average of 14 years in higher education. Over half (51 %) held a doctorate. Over half (58%) received an internal promotion to their first SSAO position, and over half (57%) accepted this position at private institutions. For over half (55%), becoming an SSAO was a primary career goal at the time they were first appointed to this position. Close to two-thirds (66%) reported no barriers in achieving the first SSAO position.Major conclusions included: (a) student affairs positions that provide exposure, visibility, and connections provide a common career path to the SSAO position; (b) a doctorate has become a virtual necessity for women who aspire to be SSAOs; (c) women in general and minority women in particular have made gains in reaching the SSAO position. / Department of Educational Leadership