A case study exploring motivational determinants of mid-level student affairs administrators

Abstract

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

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