Exploring the Work-Life Balance of Intercollegiate Athletic Graduate Assistants: A Preliminary Study of Work-Extracurricular Conflict

IntroductionWithin the sport industry, college athletics are a popular and expanding segment. In 2011-2012, the National Collegiate Athletic Association (NCAA) generated about $871 million (NCAA, 2013). Despite the economic growth, there is an increasing concern involving the challenge for sport professionals to successfully manage work and non-work domains. This concern stems from sport professionals leaving their jobs due to the culture of the industry, which demands a high degree of time commitment (Schenewark & Dixon, 2012; Wong, 2012). Employees often work long, nontraditional work hours, including nights and weekends, and with advancement in communication technology, there is an expectation of employees being accessible 24/7, consequently blurring the line between work and home.Work-life balance has received considerable study in sport, primarily from a conflict perspective (Bruening & Dixon, 2007; Dixon & Bruening, 2005; Dixon & Bruening, 2007; Dixon & Sagas, 2007; Greenhaus & Buetell, 1985; Greenhaus & Powell, 2006; Schenewark & Dixon, 2012). Most commonly labeled work-family conflict this term is used when work interferes with family and may be used to assess work-life balance. Although this measure is reliable and valid (Netemeyer, Boles, & McMurrian, 1996), it neglects a portion of the workforce, those without family, who may experience a different type of conflict.This chapter attempts to narrow the gap in understanding the conflicts present for employees, with and without family, by introducing a new conceptual construct, labeled work-extracurricular conflict. The word "extracurricular" has been operationalized to encompass everything outside of work and family (i.e., spiritual, hobbies, exercise/health, school, and social). One demographic this conflict may affect is intercollegiate athletic department graduate assistants (GAs). Intercollegiate athletic GAs are valuable members of college athletic departments. GAs are needed to fill lower level staff roles in all facets of the departments (e.g., advising, development, marketing, ticketing, administration, sports information, coaching). Graduate assistantships are mutually beneficial for the student and the organization. GAs earn their master's degree, acquire practical industry experience, while providing work comparable to full time-employees without the salary cost. They must attempt to manage their full-time studies, work, and outside activities, in addition to possibly a family. GAs may be experience conflict with finding time for these elements of their life. Thus, there is a need to advance work-life balance research in sport.Work-life balance has been studied from a coaching (Bruening & Dixon, 2007; Dixon & Bruening, 2005, 2007) and an internship perspective (Cunningham, Sagas, Dixon, Kent, & Turner, 2005). Despite advances in research on work-life in sport, to date, no research has assessed intercollegiate athletic GAs' and supervisors' work-life balance. Therefore, this chapter explores the work-life balance of GAs and their supervisors from a conflict (work- family, work-extracurricular) and satisfaction (job and life) perspective (Figure 1). Work-life balance may impact employees' success, job satisfaction, and can be considered as the key driver of an individual's career decision (Chawla & Sondhi, 2011), thus it is imperative sport professionals understand the work-life balance of GAs in hopes of keeping them in the industry long-term.Review of LiteratureThe Sport Industry LifestyleIntercollegiate athletic staff members must work around schedule constraints, which often call for night and weekend games. This can lead to long hours and little time off (Wong, 2012). The time commitment required in athletics, especially in college athletic departments, presents a challenge for the work-family experience, often creating conflict and a struggle for balance. …