Organizational Fit of Non-Academic Administrators of Color at Small Liberal Arts Institutions

Diversity has become a central organizational goal especially as the U.S. population is experiencing racial demographic shifts (U.S. Census Bureau, 2014). Employees of color makeup one-third of the workforce, yet higher education institutions have been slow to adjust to the shifting demographics (Birnbaum, 1988; Brown, 2004; Yancey, 2010). Higher education leaders are seeking ways to recruit and retain growing numbers of administrators of color to work at their institutions. Available research focuses on organizational fit and faculty of color (Bozeman & Gaughan, 2011; Jackson, 2003b; Jayakumar et al., 2009; Ortega-Liston & Rodriguez Soto, 2014; Victorino et al., 2013) or examines organizational fit at research universities (Barrett & Smith, 2008; Gasman et al., 2011; Ryan et al., 2012; Turner et al., 2011). A review of the literature shows there is scarcity of scholarly knowledge on the experiences of administrators from historically minoritized groups with organizational fit at small liberal arts institutions. The purpose of this study was to understand and describe how administrators of color at small liberal arts institutions experience organizational fit. The conceptual framework for this study was Jackson’s (2004a) Engagement, Retention, and Advancement (ERA) Model. The participants in the sample included Black/African American, Asian American, Native Hawaii/Pacific Islander, and Latina/o non-academic administrators from institutions with less than 2,500 students. Using a phenomenological design, I interviewed selected administrators twice using a modified version of Seidman’s (2013) life history structure. Data analysis revealed six themes including the pathways into higher education, attraction to small liberal arts institutions, institutional culture, position empowerment, multiple hats/roles, and professional success. The findings suggest these administrators of color experience similar ERA processes as other administrators. These similarities include desiring to fit in, an on-going process of building trust, and enjoying the small family business environment of a small liberal arts institution. Unique findings included how participants valued their quality of life despite limited salaries at small liberal arts institutions. They also assimilated, code switched, and served as cultural guides, adding responsibilities to an already hard working group. Implications for higher education leaders concerning the importance of supporting administrators of color can be gleaned from these findings. Organizational Fit of Non-Academic Administrators of Color at Small Liberal Arts Institutions Delight Bena Yokley General Audience Abstract Higher education leaders are seeking ways to recruit and retain growing numbers of administrators of color to work at their institutions. However, most of the previous research focuses on faculty of color or employees at large research institutions. There is limited research on administrators of color working at small liberal arts institutions to aid these leaders. The purpose of this study was to understand and describe how administrators of color experience their fit at small liberal arts institutions. I interviewed nine administrators, who work at small liberal arts institutions with less than 2,500 students. These administrators identified as Black/African American, Asian American, Native Hawaii/Pacific Islander, and Latina/o and had three or more years working in higher education. I used Jackson’s (2005) Engagement, Retention, and Advancement (ERA) model to better understand the experiences shared by these administrators. These administrators shared about their journey into higher education careers and what attracted them to their institutions. They also spoke about the culture at their institutions, how they are supported in their positions, their difficulties around taking on multiple positions, and how they view their professional success. These administrators also talked about their desire to fit in, an on-going process of building trust, and enjoying the small family business environment of a small liberal arts institution. They also mentioned how they valued their quality of life despite limited salaries at small liberal arts institutions. This research is important as it assist higher education leaders to better understand the experiences of current administrators of color. They can use the findings from the study as they examine their own institutional culture to ensure it is open and receptive to new or current administrators of color.