{"id":491,"date":"2013-04-02T10:46:52","date_gmt":"2013-04-02T10:46:52","guid":{"rendered":""},"modified":"2016-10-12T15:05:44","modified_gmt":"2016-10-12T20:05:44","slug":"a-preliminary-investigation-of-ncaa-division-ii-compliance-officers","status":"publish","type":"post","link":"https:\/\/thesportjournal.org\/article\/a-preliminary-investigation-of-ncaa-division-ii-compliance-officers\/","title":{"rendered":"A Preliminary Investigation of NCAA Division II Compliance Officers"},"content":{"rendered":"
Lance P. Kaltenbaugh, Jennifer Parsons, and Bryce Winters<\/div>\n

 <\/p>\n

NCAA DII Compliance Officers<\/h3>\n

 <\/p>\n

ABSTRACT<\/strong>
\nThis study examined the position of Compliance Officer at NCAA Division II institutions in the Upper Midwest of the United States. A perceptual and attitudinal scale was used to measure the participants\u2019 responses to the structure that supports their job of NCAA compliance. Results indicated that having an experienced person responsible for compliance was essential. Overall, respondents reported that hiring professionals who have experience in law or a degree in law, such as a Juris Doctorate, was beneficial. Although the respondents reported that the introduction of new or innovative initiatives were welcomed and that their compliance efforts were better than the previous year, more than half of the participants agreed that the athletic department still should use more resources and strategies in fulfilling NCAA requirements. The majority of the Division II Compliance Officers\u2019 surveyed suggested that limited staff and work load were factors which might hinder compliance efforts.\u00a0 The findings from this study could benefit individuals responsible for maintaining a fair competitive playing field in sport organizations.<\/p>\n

INTRODUCTION<\/strong>
\nThe tenuous balance between academics and athletics in higher education has created controversies that date back to the late 1800s (2). Early intercollegiate athletics became so aggressive and dangerous that during the 1905 season, 18 athletes died while numerous others were seriously injured in football alone.\u00a0 Demonstrating how popular college sport had become, President Theodore Roosevelt demanded reform leading to a set of established rules and the precursor of the modern National Collegiate Athletic Association (19).<\/p>\n

The NCAA is a multipurpose organization that governs intercollegiate athletic departments and their student-athletes.\u00a0 From its inception in 1905, the NCAA has adopted thousands of rules and regulations to protect the student-athlete and prevent unethical advantages (4). Today, the NCAA Manual (2010-2011) continues to have distinct functions that strive to meet specific goals and objectives that directly involve student-athletes and their institutions.<\/p>\n

The NCAA monitors three divisions (I, II, III) of athletic competition. Regardless of the type and size of the institution, the NCAA is responsible for addressing issues relating anywhere from academic issues like \u201cProgress Towards Degree\u201d and \u201cGraduation Success Rate\u201d to infractions and eligibility for each sport\u2019s championship segment (21). NCAA rules must be monitored at each member institution and this multifaceted responsibility is handled by the Compliance Officer(s). The most publicized infractions tend to be associated with major revenue producing programs within NCAA Division I institutions (14, 26). Little research has been conducted at either the NCAA Division II or III level examining the role and duties of Compliance Officers. Therefore, a study investigating NCAA Division II Compliance Officers is warranted.<\/p>\n

Compliance Issues<\/em>
\nNCAA athletic compliance is a complex and often challenging aspect of intercollegiate athletics that all governed Division I, II, and II institutions must follow. Institutions must monitor and enforce athletic habits of student-athletes, coaches and administrators. If a school is held responsible for a violation, it most likely involves a lack of institutional control and monitoring of standards on behalf of the compliance department and athletic administrators (3, 8).<\/p>\n

Violations of NCAA bylaws and regulations are varied and can occur in all sports (12).\u00a0 The aftermath from breaking NCAA rules not only affects the athletic program, but can also tarnish the overall reputation of the institution (5). A study examining NCAA infractions at all divisions between 2005 and 2008 identified the seven most common violations that can occur at an institution or to their student-athletes (22). The most frequent institutional violation was a failure to monitor athletic programs. This type of infraction can be considered the worst to commit because it represents failure for the entire athletic department on all fronts. Furthermore, it shows that the institution as a whole, even beyond the athletic department, has failed to put a proper monitoring system in place (8).<\/p>\n

Another frequently reported compliance issue pertains to academic fraud and academic progress. In 2003, the NCAA started collecting data for the Graduation Success Rate (GSR) (21), a measure calculated annually by Division I member institutions to determine athlete graduation rates. \u00a0Division II institutions followed a similar methodology, the Academic Success Rate (ASR), but also gave unique consideration to athletes who entered their first year without receiving athletic-based aid. The NCAA also instituted an Academic Progress Rate (APR) to measure academic achievement by teams each term (1).\u00a0 The goal of the APR is to hold schools accountable for educating athletes throughout their athletic career.\u00a0 NCAA sanctions can occur if a team\u2019s APR score falls below a certain threshold.\u00a0 As a condition of NCAA membership, institutions are accountable for reporting these measures of the academic records for their athletic teams (12).<\/p>\n

The Position of Compliance Officer<\/em>
\nThe position of Compliance Officer has emerged to take responsibility for complying with NCAA rules and regulations. The duties of a Compliance Officer, at governed institutions are to educate, monitor, report, and enforce NCAA bylaws (13). A distinct aspect of an intercollegiate Compliance Officer\u2019s position is the need to possess a thorough understanding of legal and NCAA regulations for an association, conference, and institution.<\/p>\n

The Compliance Officer position covers a diverse subject area requiring a wide variety of skills and competencies. There is a constant dynamic that compliance officers must navigate as stated by (23) Pierce, Kaburakis, and Fielding (2008) \u201cCoaches need to win, whereas Compliance Officers need coaches to abide by the rules\u201d (p. 87). The compliance coordinator role within the athletics department has continued to expand and has gained the well-deserved respect of coaches, administrators, and student athletes.<\/p>\n

Compliance efforts have become the cornerstone of maintaining institutional control within an athletics program. Institutions must be fully aware of what could happen to their well-being if and when an NCAA violation does occur. Therefore, Compliance Officers need to have more of a standard within the workplace including the ability to recognize and understand legal jargon, start a benchmark for the NCAA Divisions, and exercise their authority when appropriate (3, 8).<\/p>\n

Purpose of Study<\/em>
\nResearch on the duties and roles of collegiate Compliance Officers is limited. Although the concept of compliance under the NCAA is not new, the little available research has been done almost exclusively at the Division I level. The purpose of this study is to provide a basic framework for research at the Division II level, thus establishing a justifiable need for this study.\u00a0 Without research on compliance at the Division II level, it is difficult to advance the field of literature.<\/p>\n

At the time this study was conducted, there were no studies addressing compliance issues or the accountability and level of support for Compliance Officers specifically at the NCAA Division II level. A more complete understanding of NCAA Division II Compliance Officers requires investigation. Research on compliance in particular at the Division II level would better represent the NCAA as a whole. Overall, this study has the potential to contribute to the lack of literature with NCAA Division II compliance efforts. This study will establish a basic foundational understanding of Division II Compliance Officers and their responses to the structure that support their job of NCAA compliance. <\/strong><\/p>\n

METHODS<\/strong>
\nParticipants and Procedure<\/em>
\nParticipants for this study were 14 Compliance Officers from a Division II conference in the upper Midwest of the United States. A total of 11 surveys were returned. The conference has undergone significant expansion in member institutions within the time frame of this instrument\u2019s distribution. Two of the 14 full time member institutions were in the midst of transitioning from affiliation within the National Association for Intercollegiate Athletics (NAIA) to the NCAA Division II.\u00a0 This change may have affected their ability to respond to the survey.<\/p>\n

Study participants completed a series of questions related to their opinions about the structure that supports their job as a NCAA Compliance Officer. Participants were asked\u00a0 anonymously, and on a voluntary basis, to fill out an online questionnaire through Survey Monkey. The data-collection process was completed in 5 weeks within the 2010-2011 academic year.<\/p>\n

Instrumentation<\/em>
\nThe questionnaire, which was specifically developed for this study, included a total of 15 questions. Responses were recorded on a 5-point Likert-type scale which included: 1 = strongly agree, 2 = somewhat agree, 3 = neither, 4 = somewhat disagree, and 5 = strongly disagree. Each question on the survey addressed NCAA compliance efforts within an athletic department. Face validity was established by asking two athletic department staff members and two graduate students working for the athletic department to judge language of the statements in the questionnaire. The staff members and students were deemed to be a representative of those chosen to participate in the study. To determine the reliability of the instrument, Chronbach\u2019s alpha was employed. The reliability coefficient was determined to be .712, which is within the acceptable range for the interpretation of scores (7). Descriptive data by percentages were used to measure NCAA compliance efforts at Division II institutions.<\/strong><\/p>\n

RESULTS<\/strong>
\nDemographics<\/em>
\nThe participants surveyed were Compliance Officers from a NCAA Division II conference in the upper Midwest of the United States. Demographics of the respondents revealed that 64% identified themselves as male, and 36% as female. Participation by type of institution was 64% public and 36% private. Perhaps the greatest difference between NCAA Division I institutions and the Division II level is Compliance Officers often have responsibilities in addition to compliance. In this study, the current position of respondents was, 9% Marketing Directors; 18% Senior Women\u2019s Administrator; 9% Faculty Athletic Representative; 9% Coach; 9% Associate Athletic Director; and 46% Assistant Athletic Director. \u00a0Regarding years in position, 64% reported they had been working for the organization for more than 6 years, 9% between 4 and 6 years, 9% subjects between 1 and 3 years, and the rest, 18%, had worked for the organization less than one year.\u00a0 The total enrollment of the surveyed institutions was 27% had less than 2,500 students; 27% were between 2,501 and 5,000; 27% between 5,001 and 10,000; and 19% between 10,001 and 20,000. The average number of full-time professional staff employed in the athletic department were 18% (0 \u2013 4); 9% (5 \u2013 10); 9% (11 \u2013 20); 64% (21 and more). Description of the participant demographic composition is presented in Table 1.
\n(Insert Table 1 here)<\/p>\n

Descriptive Analysis <\/em>
\nDescriptive analysis was conducted to examine Division II Compliance Officers and their responses to the structure that supports their job of NCAA compliance. Respondents were asked if their athletic department has an individual(s) specifically responsible for NCAA compliance. It was reported that 100% indicated that it would be beneficial to have an individual(s) designated full-time to be responsible for compliance within an athletic department.<\/p>\n

An inquiry was made to examine what factors respondents thought were important to support their job of NCAA compliance. Of the 11 respondents, 80% indicated that their athletic department was doing a good job of letting the Compliance Officer introduce new, innovative strategies related to NCAA compliance and 100% agreed that NCAA compliance efforts are better today compared to a year ago. Regarding NCAA compliance efforts used within respondent\u2019s athletic department, 50% agreed that an athletic department should be using more compliance resources, strategies, and initiatives and 80% indicate that the university has invested sufficient time and resources to adhere to NCAA compliance rules and regulations.<\/p>\n

Overall, 100% of the respondents indicated that the leadership of the athletic department is fully committed to the long-term success of NCAA compliance and initiatives.\u00a0 When asked if athletic departments should hire professionals who possess experience with NCAA compliance, 100% indicated that it was somewhat important. Although a vast majority of respondents revealed that professionals should possess experience with NCAA compliance, 60% agreed that professionals should possess experience in law (i.e. Juris Doctorate).<\/p>\n

Respondents were asked specific questions related to factors that could hinder them from carrying out NCAA compliance rules and regulations. Overall, respondents agreed that operating constraints (67%), support from administration\/supervisor (67%), budget (56%), and experience\/expertise (68%), were not major factors that hindered them from carrying out NCAA compliance. Conversely, respondents indicated that limited staff (89%) and work load (78%) were key factors that stalled them from successfully carrying out NCAA compliance rules and regulations to the fullest extent. A summary of the results is presented in Table 2.
\n(Insert Table 2 here)<\/p>\n

DISCUSSION<\/strong>
\nCompliance is an essential component of an athletic department. A Compliance Officer plays a key role for the institution in its efforts to achieve full compliance with all rules and regulations (18). Thus, athletic departments need to acknowledge the importance of evaluating a Compliance Officer\u2019s work environment.\u00a0 Trends emerged that provided insight into the work environment of a Division II Compliance Officer.<\/p>\n

Continuing Education<\/em>
\nThe NCAA requires that each member institution, regardless of division, have a designated Compliance Officer for its athletic program. In fact, more and more institutions are recognizing that compliance is a significant theme that needs qualified personnel to help manage the rules and regulations that the NCAA has established.\u00a0 Therefore, Compliance Officers with little or no legal training are often required to interpret the legal language of a complex NCAA manual.<\/p>\n

Overall, respondents reported that hiring professionals who have a degree in law, such as a Juris Doctorate (J.D.), is preferred.\u00a0 This continued education (i.e. J.D.) leads to formal qualifications that provide compliance personnel with the adequate knowledge and skills pertaining to NCAA compliance. Likewise, previous research has shown that at Division I, conference commissioners and fellow administrators perceived potential candidates positively when possessing a J.D. (6). Furthermore, those Compliance Officers who obtained a J.D. to pursue athletic administration were most often hired as Associate Athletic Directors and other executive administrative positions (27).
\nTo emphasize the importance of compliance officers having a J.D., the National Association of Athletics Compliance (NAAC) has developed important benchmarks to standardize the industry of compliance within athletics (3). The NAAC website supports its members by providing educational opportunities to increase their knowledge and skill set, establish opportunities to increase understanding of relevant industry issues, and initiate and disseminate industry research, data and trends to enable compliance personnel to perform better. (17). While athletic compliance efforts evolve and become multifaceted, this study revealed that one Division II conference supported continued education.<\/p>\n

Nature of Work<\/em>
\nVariables exist that penetrate the offices, meeting rooms, and operational facilities. Athletic departments must be able to identify those variables that should be addressed in any program to improve the work environment. Respondents indicated they had other job duties beyond that of a Compliance Officer.\u00a0 Limited staff and the nature of the job were cited as factors that could hinder their ability to carry out NCAA compliance. (25) Robinson, Peterson, Tedrick and Carpenter (2003) suggest that excessive job demands due to multi-tasking can impact job satisfaction of NCAA athletic administrators. According to (16) Mueller and Wallace (1996), (28) Tyler and Cushway (1998), and (29) Zhang, DeMichele, and Connaughton (2004), the lack of resources, less rewarding work conditions, lack of support from supervisors and co-workers, and heavy workloads have an effect on an employee\u2019s satisfaction toward their jobs. Thus, an employee\u2019s level of satisfaction may be shaped by multiple features of a particular department and institution.<\/p>\n

Although respondents suggested that their institutions were fully committed to the long-term success of NCAA compliance and initiatives, respondents indicated that they would like to see athletic departments use more compliance resources, strategies, and initiatives. Athletic administrators must acquaint themselves with compliance and institutional control and not solely place the responsibility on the Compliance Officer (6). It is imperative that all coaches and administrators work together with their Compliance Officer to manage and adhere to the rules and regulations that have been established by the NCAA.\u00a0 Athletic departments must be prepared to offer expertly established, promoted, implemented, and evaluated compliance standards (8). But to do this, universities must realize that compliance is not just a component of the NCAA, but an important tool that helps develop the overall makeup of the institution.<\/p>\n

CONCLUSION AND FUTURE IMPLICATIONS<\/strong>
\nThe body of knowledge is limited with regard to NCAA Division II compliance positions. \u00a0Although this study attempted to provide a limited perspective of these Compliance Officers, broadening this area of research to include additional sport governing bodies would create a greater understanding of the role and job duties of this increasingly important position. With specific regard to NCAA compliance and the need to decipher an often-complicated NCAA manual, future studies might also examine the effectiveness of NCAA compliance training sessions that introduce new and existing strategies that can help all Compliance Officers be more productive and learn with their jobs. \u00a0Because the study used a perceptual and attitudinal scale to measure Compliance Officers\u2019 responses to the structure that supports their job of NCAA compliance, answers may change with time as well as organizational structure, individual responsibilities, and positions. Finally, further investigation into the job satisfaction and job related stress related to monitoring NCAA rules and regulations at all divisions is warranted.<\/p>\n

APPLICATIONS IN SPORT<\/strong>
\nAlthough this study focused on issues of compliance in NCAA Division II institutions, similar governance structures can be found in a variety sport organizations (11).\u00a0 The need for such offices can be seen through well-publicized controversies that are not limited to any particular level of competition. In an attempt to monitor these issues, sport organizations often devote departments to attempt to regulate and control its member institutions. These structures are put in place to help maintain a fair competitive playing field and require constant monitoring and evaluation.<\/p>\n

Policing such a wide array of rules and regulations can prove to be a challenge for sport organizations. The findings of this study suggest that to help meet and maintain NCAA regulations attention should be paid to the position and role of the institution\u2019s Compliance Officer.\u00a0 By offering avenues for continued education to broaden areas of expertise in compliance and by providing appropriate work related resources, NCAA compliance standards may be more easily met. \u00a0The participants in this initial study responded they often have job responsibilities in addition to Compliance Officer.\u00a0 Not surprisingly, those who responded also suggested institutions might be well served to increase compliance staff in an effort to decrease workload. \u00a0Regardless, the qualifications and work environment of those charged with maintaining a balanced field of competition warrants further study.<\/p>\n

ACKNOWLEDGEMENTS<\/strong>
\nNone<\/p>\n

REFERENCES<\/strong><\/p>\n

    \n
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  3. Brutlag-Hosick, M. B. (2010). Many NCAA infractions cases move quickly, but complications can slow the process. Enforcement<\/em>, Retrieved on December 4, 2010 from http:\/\/www.ncaa.org\/wps\/wcm\/connect\/public\/NCAA\/About+the+NCAA<\/li>\n
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  7. Fraenkel, J. R. & Wallen, N. E., (2003). How to design and evaluate research in education\u00a04th ed;<\/em>. United States of America: McGraw-Hill.<\/li>\n
  8. Fuller, M. (2009-2010). Where’s the penalty flag? The unauthorized practice of law, the NCAA, and athletic compliance directors. New York Law School Law Review<\/em>, 54<\/em>.<\/li>\n
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  14. Knight Commission (1989). Retrieved on December 6, 2010 from the Knight Commission website:http:\/\/www.knightcommission.org<\/li>\n
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  28. Tyler, P., & Cushway, D. (1998). Stress and well-being in health-care staff: The role of negative affectivity, and perceptions of job demand and discretion. Stress Medicine, 14<\/em>, 99-107.<\/li>\n
  29. Zhang, J. J., DeMichele, D. J., & Connaughton, D. P. (2004). Job satisfaction among mid-level collegiate campus recreation program administrators. Journal of Sport Behavior, 27<\/em>(2), 184-212.<\/li>\n<\/ol>\n

    TABLE WITH CAPTIONS<\/p>\n

    Table <\/a>1\u00a0\u00a0\u00a0\u00a0 Demographic Characteristics of Division II Compliance Officer Sample (N = 11)<\/p>\n\n\n\n\n\n\n\n
     <\/p>\n

    Characteristics<\/td>\n

    		 <\/p>\n

    n<\/span><\/p>\n<\/td>\n

    		 <\/p>\n

    %<\/span><\/p>\n<\/td>\n<\/tr>\n

    Gender
    \nMale
    \nFemale<\/td>\n    		\n

    \n

    7
    \n4<\/p>\n<\/td>\n

    		\n

    \n

    64
    \n36<\/p>\n<\/td>\n<\/tr>\n

    Type of Institution
    \nPublic
    \nPrivate<\/td>\n    		\n

    \n

    7
    \n4<\/p>\n<\/td>\n

    		\n

    \n

    64
    \n36<\/p>\n<\/td>\n<\/tr>\n

    Current Position
    \nMarketing Director
    \nSenior Women\u2019s Administrator
    \nFaculty Athletic Representative
    \nCoach
    \nAssistant Athletic Director
    \nAssociate Athletic Director<\/td>\n    		 <\/p>\n

    1
    \n2
    \n1
    \n1
    \n1
    \n5<\/p>\n<\/td>\n

    		 <\/p>\n

    9
    \n18
    \n9
    \n9
    \n9
    \n46<\/p>\n<\/td>\n<\/tr>\n

    \u00a0Years in Position
    \nMore than 6 years
    \n4 \u2013 6 years
    \n1 \u2013 3 years
    \nLess than 1 year<\/td>\n    		 <\/p>\n

    7
    \n1
    \n1
    \n2<\/p>\n<\/td>\n

    		 <\/p>\n

    64
    \n9
    \n9
    \n18<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

    Table 2\u00a0\u00a0\u00a0\u00a0 Division II NCAA Compliance (N = 11)<\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
    \n

    \n

    NCAA Compliance<\/td>\n

    		 <\/p>\n

    n<\/span><\/p>\n<\/td>\n

    		 <\/p>\n

    %<\/span><\/p>\n<\/td>\n<\/tr>\n

    Compliance
    \nIndividual Responsible for NCAA Compliance<\/td>\n    		 <\/td>\n <\/td>\n<\/tr>\n
    Yes<\/td>\n\n

    10<\/p>\n<\/td>\n

    		\n

    90.9<\/p>\n<\/td>\n<\/tr>\n

    No<\/td>\n\n

    1<\/p>\n<\/td>\n

    		\n

    9.1<\/p>\n<\/td>\n<\/tr>\n

    Beneficial to Have Individual Designated to Compliance<\/td>\n\n

    \n<\/td>\n

    		\n

    \n<\/td>\n<\/tr>\n

    Agree<\/td>\n\n

    11<\/p>\n<\/td>\n

    		\n

    100<\/p>\n<\/td>\n<\/tr>\n

    Disagree<\/td>\n\n

    0<\/p>\n<\/td>\n

    		\n

    0<\/p>\n<\/td>\n<\/tr>\n

     <\/p>\n

    Compliance Efforts
    \nAbility to Introduce New, Innovative Strategies<\/td>\n

    		 <\/p>\n

    9<\/p>\n<\/td>\n

    		 <\/p>\n

    80<\/p>\n<\/td>\n<\/tr>\n

    Overall NCAA Compliance Efforts Today, Compared with a\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Year Ago<\/td>\n\n

    11<\/p>\n<\/td>\n

    		\n

    100<\/p>\n<\/td>\n<\/tr>\n

    Athletic Departments Should be Using More Compliance Resources, Strategies, and Initiatives<\/td>\n\n

    5<\/p>\n<\/td>\n

    		\n

    50<\/p>\n<\/td>\n<\/tr>\n

    University Has Invested Sufficient Time and Resources to Adhere to Compliance Rules and Regulations<\/td>\n\n

    9<\/p>\n<\/td>\n

    		\n

    80<\/p>\n<\/td>\n<\/tr>\n

    Leadership of Athletic Department is Fully Committed to the Long-Term Success of NCAA Compliance and Initiatives<\/td>\n\n

    11<\/p>\n<\/td>\n

    		\n

    100<\/p>\n<\/td>\n<\/tr>\n

    Athletic Department Should Hire Professionals Who Possess Experience with NCAA Compliance<\/td>\n\n

    11<\/p>\n<\/td>\n

    		\n

    100<\/p>\n<\/td>\n<\/tr>\n

    Professional Should Possess Experience in Law (i.e. Juris Doctorate)<\/td>\n\n

    6<\/p>\n<\/td>\n

    		\n

    60<\/p>\n<\/td>\n<\/tr>\n

    \u00a0\u00a0 Factors That Could Hinder NCAA Compliance<\/td>\n\n

    \n<\/td>\n

    		\n

    \n<\/td>\n<\/tr>\n

    Operating Constraints (Required NCAA Guidelines)<\/td>\n\n

    6<\/p>\n<\/td>\n

    		\n

    66.7<\/p>\n<\/td>\n<\/tr>\n

    Support from Administration\/Supervisor<\/td>\n\n

    6<\/p>\n<\/td>\n

    		\n

    66.7<\/p>\n<\/td>\n<\/tr>\n

    Budget<\/td>\n\n

    5<\/p>\n<\/td>\n

    		\n

    55.5<\/p>\n<\/td>\n<\/tr>\n

    Limited Staff<\/td>\n\n

    8<\/p>\n<\/td>\n

    		\n

    88.9<\/p>\n<\/td>\n<\/tr>\n

    Nature of Work<\/td>\n\n

    7<\/p>\n<\/td>\n

    		\n

    77.8<\/p>\n<\/td>\n<\/tr>\n

    Experience\/Expertise<\/td>\n\n

    6<\/p>\n<\/td>\n

    		\n

    66.7<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

     <\/p>\n","protected":false},"excerpt":{"rendered":"

    Lance P. Kaltenbaugh, Jennifer Parsons, and Bryce Winters<\/div>\n

    <\/head><\/p>\n

    NCAA DII Compliance Officers<\/h3>\n

    <\/p>\n

    ABSTRACT<\/strong>
    \nThis study examined the position of Compliance Officer at NCAA Division II institutions in the Upper Midwest of the United States. A perceptual and attitudinal scale was used to measure the participants’ responses to the structure that supports their job of NCAA compliance. Results indicated that having an experienced person responsible for compliance was essential. Overall, respondents reported that hiring professionals who have experience in law or a degree in law, such as a Juris Doctorate, was beneficial. Although the respondents reported that the introduction of new or innovative initiatives were welcomed and that their compliance efforts were better than the previous year, more than half of the participants agreed that the athletic department still should use more resources and strategies in fulfilling NCAA requirements. The majority of the Division II Compliance Officers’ surveyed suggested that limited staff and work load were factors which might hinder compliance efforts.\u00a0 The findings from this study could benefit individuals responsible for maintaining a fair competitive playing field in sport organizations.<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"jetpack_post_was_ever_published":false,"jetpack_publicize_message":"","jetpack_is_tweetstorm":false,"jetpack_publicize_feature_enabled":true,"jetpack_social_options":[]},"categories":[290,296],"tags":[267,164,266,268,123],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"","jetpack_sharing_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/p4btio-7V","jetpack-related-posts":[{"id":6015,"url":"https:\/\/thesportjournal.org\/article\/sports-marketing-publicity-efforts-in-division-ii-intercollegiate-athletics\/","url_meta":{"origin":491,"position":0},"title":"Sports Marketing & Publicity Efforts in Division II Intercollegiate Athletics","date":"September 13, 2018","format":false,"excerpt":"Authors: Robert Zullo Corresponding Author: Robert Zullo, PhD Westminster College 319 South Market Street New Wilmington, PA 16172 zullorh@westminster.edu 724-946-6835 Dr. Robert Zullo is an Associate Professor of Business and Sports Management at Westminster College in New Wilmington, Pennsylvania, located between Pittsburgh and Cleveland. He is also Program Coordinator for\u2026","rel":"","context":"In "Research"","img":{"alt_text":"Table 3","src":"https:\/\/i0.wp.com\/thesportjournal.org\/wp-content\/uploads\/2018\/09\/Table-3.png?resize=350%2C200","width":350,"height":200},"classes":[]},{"id":250,"url":"https:\/\/thesportjournal.org\/article\/a-study-of-gambling-activity-in-a-ncaa-division-ii-institution\/","url_meta":{"origin":491,"position":1},"title":"A Study of Gambling Activity in a NCAA Division II Institution","date":"September 2, 2006","format":false,"excerpt":"Submitted by: Frank Butts Abstract The purpose of this study was to examine both the overall and the sports specific gambling activity among athletes and non-athletes enrolled in a Southern, regional National Collegiate Athletic Association (NCAA) Division II university. The findings were contrasted to the results of a 2003 NCAA\u2026","rel":"","context":"In "Contemporary Sports Issues"","img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":378,"url":"https:\/\/thesportjournal.org\/article\/an-analysis-of-hammer-throw-facility-safety-factors-in-ncaa-division-i\/","url_meta":{"origin":491,"position":2},"title":"An Analysis of Hammer Throw Facility Safety Factors in NCAA Division I","date":"July 9, 2010","format":false,"excerpt":"Lawrence W. Judge and Jeffrey Petersen Abstract The purpose of this study was to determine the level of compliance with National Collegiate Athletic Association (NCAA) and International Amateur Athletics Federation (IAAF) track and field hammer facility recommendations at division I universities in the United States. A 35-item survey instrument was\u2026","rel":"","context":"In "Sports Coaching"","img":{"alt_text":"IAAF Compliant Hammer Cage","src":"https:\/\/i0.wp.com\/thesportjournal.org\/wp-content\/uploads\/2010\/07\/IAAF-Compliant-Hammer-Cage.jpg?resize=350%2C200","width":350,"height":200},"classes":[]},{"id":5145,"url":"https:\/\/thesportjournal.org\/article\/an-investigation-of-the-role-communication-privacy-management-theory-has-in-the-development-of-social-media-policies\/","url_meta":{"origin":491,"position":3},"title":"An Investigation of the Role Communication Privacy Management Theory has in the Development of Social Media Policies","date":"June 15, 2017","format":false,"excerpt":"Author: Heath Wesley Hooper, Shorter University 232 Shorter Avenue Rome, GA 30165 (706) 781-5974 hhooper@shorter.edu ABSTRACT The increasing social media use by student-athletes has created risks for multiple intercollegiate athletic stakeholders. Consequently, many athletic departments have turned to social media policies to reduce risk in this area. Through the lens\u2026","rel":"","context":"In "Sports Management"","img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":6185,"url":"https:\/\/thesportjournal.org\/article\/institutional-reforms-and-the-recoupling-of-academic-and-athletic-performance-in-high-profile-college-sports\/","url_meta":{"origin":491,"position":4},"title":"Institutional Reforms and the Recoupling of Academic and Athletic Performance in High-Profile College Sports","date":"December 13, 2018","format":false,"excerpt":"Authors: Christopher P. Kelley, Shane D. Soboroff, Andrew D. Katayama, Mathew Pfeiffer and Michael J. Lovaglia Corresponding Author: Christopher P. Kelley 2354 Fairchild Dr., Ste. 6L107 U.S. Air Force Academy, CO 80840-2603 Christopher.Kelley@usafa.edu 319-331-8060 Dr. Christopher P. Kelley is an Assistant Professor of Leadership in the Department of Behavioral Science\u2026","rel":"","context":"In "Research"","img":{"alt_text":"Table 1","src":"https:\/\/i0.wp.com\/thesportjournal.org\/wp-content\/uploads\/2018\/12\/Table1-1.png?resize=350%2C200","width":350,"height":200},"classes":[]},{"id":461,"url":"https:\/\/thesportjournal.org\/article\/work-family-conflict-and-related-theories-in-ncaa-division-ii-sports-information-professionals\/","url_meta":{"origin":491,"position":5},"title":"Work-Family Conflict and Related Theories in NCAA Division II Sports Information Professionals","date":"April 9, 2012","format":false,"excerpt":"Laura M. Hatfield, Ph.D. and Jeffrey T. Johnson, Ph.D. ### Abstract Work-family conflict (WFC) is defined as \"the discord that arises when the time devoted to or time spent fulfilling professional responsibilities interferes with or limits the amount of time available to perform family-related responsibilities\" (20, 21). A successful career\u2026","rel":"","context":"In "Contemporary Sports Issues"","img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]}],"_links":{"self":[{"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/posts\/491"}],"collection":[{"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/comments?post=491"}],"version-history":[{"count":6,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/posts\/491\/revisions"}],"predecessor-version":[{"id":4333,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/posts\/491\/revisions\/4333"}],"wp:attachment":[{"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/media?parent=491"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/categories?post=491"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/thesportjournal.org\/wp-json\/wp\/v2\/tags?post=491"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}