




































    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

7 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

LEGAL MASTERY FOR GOLF DIRECTORS: VITAL COMPETENCIES  
 

 

John Michael Anderson 

Department of Health, Physical Education, & Recreation, Missouri Western State University, 4525 

Downs, Dr.St. Joseph 

 

Abstract: Golf, a popular leisure sport in the United States, has evolved into a thriving industry. In 2011, the U.S. 

golf industry boasted a staggering $43.5 billion in revenue, encompassing various sectors, including facility 

operations, course investment, supplies, endorsements, tournaments, and charitable contributions. As per the 

National Sporting Goods Association, golf expenditures ranked third among recreational activities in 2012. Golf 

management involves a diverse range of responsibilities, as outlined in the Professional Golfers’ Association 

(PGA) curriculum. Prospective golf professionals must undergo comprehensive training in areas such as turf 

management, tournament operations, merchandising, food and beverage control, customer relations, and golf 

teaching skills. 

Keywords: Golf industry, Leisure sport, Golf management, PGA curriculum, Revenue sources 

 

 

Introduction  

Golf is one of the most popular leisure sport and has grown into an enormous business in the United States. The 

size of the U.S. golf industry in 2011 was $ 43.5 billion consisting of $29.85 billion for golf facility operations, 

$2.07 billion for golf course capital investment, $5.64 billion for golf supplies, $2.05 billion for 

endorsement/tournaments/associations, and $3.9 billion for charities (Statista, 2014). According to the National 

Sporting Goods Association (NSGA, 2012), golf-related expenditures ranked third in recreational pursuitsin 2012. 

No matter what types of facilities golf directors manage, golf operations comprise different aspects of golf 

management.  

According to the golf management curriculum created by the Professional Golfers’ Association (PGA, 2009), 

golf apprentices are required to complete a variety of courses in golf management such as turf grass management, 

golf car fleet management, tournament operations, merchandising and inventory management, food and beverage 

control, golf operations, human resources, customer relations, business planning, golf club fitting, and golf 

teaching skills.  

While golf operations include various complex tasks, golf directors must be aware of the importance of legal 

aspects because issues of law have been inextricably woven into their managerial responsibilities. In today’s 

litigious society, one minor mistake may lead to the risk of lawsuits against any golf facilities because of the many 

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

8 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

participants and such a large financial assets involved. Yet, the current golf management program by the PGA 

neglects legal aspects as part of golf management competencies.  

Over the past three decades, litigation and award expenses related to recreational sport have steadily increased 

(Rapp, 2012) and are expected to continue to increase in the future (Cotton & Wolohan, 2013). The trends in civil 

and criminal cases revealed the massive problems of legal actions in the United States. In 2013, approximately 

328,403 civil cases were filed in the federal district and appellate courts and this was a 4.3% increase compared 

to the year of 2000 (U.S. Courts, n.d.). In terms of sport-related injury, approximately 1.9 million people visited 

emergency room in 2012 (U.S. Consumer Product Safety Commission, n.d.). As a result of this trend, golf 

directors need to gain and maintain essential legal literacy in these areas of the law that could possibly influence 

the golf operation and its delivery. It is vital for golf directors to demonstrate that they have identified and 

classified potential risks and implemented adequate measures to control them.  

Although many studies were completed on the subject of legal aspects relating to recreational sport contexts 

(Fields & Young, 2010; Jamieson, 1980; Lee, Farley, & Kwon, 2010; Skipper, 1990; Toh, 1997; Yong, Fields, & 

Powell, 2007), a review of literature indicated limited benchmarking information regarding legal competencies 

in the field of golf management. Thus, the purpose of this study was: (1) to identify the requisite foundation of 

knowledge in relation to legal liability, the law, and risk management that assists golf directors; (2) to examine a 

profile of legal competencies that golf directors actually need to possess; and (3) to provide information that could 

be used to structure a curriculum focusing on legal aspects.   

 The findings of this study can benefit the golf management field by providing a foundation of legal literacy that 

assists golf directors. This information provides academicians a conceptual paradigm for making necessary 

adjustments to recreational sport law courses in golf management curricula. Further, this study may assist the 

PGA in developing a legal aspects curriculum in its apprentice education program by identifying the importance 

of legal competencies for golf directors.   

Related Literature  

Due to an increasing number of lawsuits and prevalence of sports injuries, a fundamental sense of legal aspects 

and risk management has become an important part of the golf management competencies and professional 

preparation for current golf directors (Choi, 2010). In order to gain a better understanding of suitability for this 

study, it is necessary to review the previous literature on this topic. The following sections discuss the legal 

competencies as part of management skills studies in recreational sport and areas of legal concerns for golf 

operations.  

Legal Competencies Studies   

Early studies related to management competencies for recreational sports managers confirmed the importance of 

legal competencies. Jamieson (1980) initiated the first empirical analysis of competency among recreational sport 

administrators. While developing the competency instrument, Jamieson investigated the validity and reliability 

of the instrument and tested its adequacy of the instrument. Of 12 areas in the management competency model, 

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

9 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

the most needed legal competencies included safety/accident prevention, program techniques, personnel/customer 

relations, organizational policies/procedures, facility/maintenance, and business procedures.   

A few years later Jennings (1984) claimed that chairpersons of physical education and recreation departments in 

four-year colleges ranked legal competency items higher than other management competencies for entry level 

recreational sports personnel. Both chairperson groups regarded safety/accident prevention, personnel/customer 

relations, officiating, legality, facilities maintenance, and program techniques as important competencies among 

entry-level recreational sports professionals. With the modification of Jamieson’s instrument, Skipper (1990) 

found six managerial tasks deemed important to collegiate sports facility managers. Those six areas were resource 

management/facility planning, computer utilization, facility operations, philosophy/foundations, marketing, and 

event/schedule management.   

Based on Jamieson’s (1980) competency analysis instrument, Toh(1997) constructed another research instrument 

to determine sport management competencies. A total of 96 competency statements divided into 10 categories 

were developed. Toh tested the validity and reliability of the sport management competency model by surveying 

managers from private athletic clubs, Young Men’s Christian Associations (YMCAs), and parks and recreation 

agencies. The results indicated six areas of sport management competency: governance, sport foundations, 

budgeting, risk management, computer skills, and communications. Since four of his categories associated with 

legal competencies were not included, Toh suggested that further study should be conducted to verify 

appropriateness for the determination of sport management competencies among different populations. Those 

excluded legal competency items were business procedures, facility/equipment management, management 

techniques, and research/evaluation.  

In terms of the legal competency study, Young (2001) specified the fundamental legal knowledge needed among 

recreational sport professionals with experience in both municipal and educational settings. Essential legal topics 

for recreation sport professionals included (in order of importance): risk management, administrative law, tort 

law, contract law, products liability, constitutional law, judicial system, and legal research. Respondents indicated 

risk management as the most important area because they perceived that appropriate risk management techniques 

might help to reduce their liability. Descriptions of legal topics are as follows:   

Administrative law is the study of governmental regulation by administrative agencies and the nature and scope 

of judicial review exercised by the courts over such agencies.   

Constitutional law is the study of the judicial legal function as it relates to the powers of the federal government 

and the powers delegated to the states by the federal government.  

Contract law is the study of contract formation, termination, avoidance, performance, breach of performance, 

remedies for breach and dispute resolution. Judicial system is the study of the structure and relationships of the 

federal, state, and local court systems, how laws are made, and the trial system.   

Legal research is the study of how to located and look up case law while using a variety of resources (i.e., 

annotated law reports, law reviews, legal dictionaries and encyclopedias, etc.) in researching legal topics.  

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

10 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

Product liability is the study of negligence, breach of warranty, and strict liability in tort as it relates to recreational 

sport equipment.   

Risk management is the study of risk identification, evaluation, treatment and implementation with the goal of 

learning to efficiently manage the organization by reducing the potential for loss to property, clients, employees, 

and the public.  

Tort law is the study of a wrongful act resulting in an injury, loss or damage for which the injured party can bring 

civil action. This area includes a study of negligence and defenses to negligence. (“Methods,” para. 3)  

Pedagogical research in the recreational sport field also revealed the importance of legal competencies. Stier and 

Schneider (2000) and Petersen and Pierce (2009) claimed that a legal aspects course was one of the most important 

courses within the undergraduate sport management curricula. Further, the legal aspects content is recommended 

in core content areas by accreditation bodies in the fields of recreation (National Recreation and Park Association, 

NRPA: Council on Accreditation of Parks, Recreation, Tourism and Related Professions, COAPRT, 2014), sport 

management (Commission on Sport Management Accreditation, COSMA, n.d.), hospitality management 

(Accreditation Commission for Programs in Hospitality Administration, ACPHA, 2013), and business 

administration (Association to Advance College Schools of Business, AACSB, 2013). Accreditation procedures 

have been established to legitimize programs and ensure a standard of excellence to the given field. The National 

Intramural-Recreational Sports Association (2014) included legal liability and risk management as part of its eight 

professional core competencies. The legal competencies consist of risk management/crisis management, injury 

liability, sports waivers/consent, the legal process, and insurance coverage and plans. Noticeably, some legal 

competencies are also imbedded in the curricula such as human resource management, business management, and 

facility management.   

Risk Management Plans  

Numerous studies in the scholarly literature have addressed the need for risk management in recreational sport 

programs. Since the 1990s, recreational sport professionals have realized importance of effective risk management 

practices, and risk management practices among recreational sport professionals have been improved 

(Mulrooney& Styles, 2005). Risk management studies agree that the use of risk management plans and manuals 

has been an excellent managerial practice to provide quality services and to continue financial wellbeing (Lee, 

Farley, & kwon, 2010; Mulrooney & Green, 1997; Stier, Schneider, Kampf, Haines, & Gaskins, 2008; Young, et 

al., 2007).   

Yong et al. (2007) claimed that recreational sport directors were aware of and concerned about the risk issues 

most oftenlitigated and took the proper steps to reduce the incidence of risk issues becoming litigations and to 

successfully defend the litigations that were filed. Young and her associates analyzed published legal cases 

relating to campus recreation within the last 30 years and examined campus recreation directors’ risk management 

perceptions with the published cases. Of the 54 campus recreation related cases, the most frequent type of case 

was tort law followed by discrimination, criminal, employment and labor, and tax status/property rights/zoning 

cases. The risk issues that recreational sport directors worried about the most dealt with facility maintenance, 

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

11 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

travel of student groups, negligent supervision, training of staff, inappropriate use of equipment, and providing a 

safe environment. Young and her colleagues asserted that directors as well as staff members need to effectively 

handle risk factors facing the recreational sport organization and they must educate themselves in legal issues and 

effective risk management practices.  

In recreational sport programs at Division I-A colleges and universities, the most needed part of the risk 

management plan was the supervision of activity followed by staff training, written policies/procedures, 

emergency plan, facility check list, release/consent form, warning signs, and inspection procedure(Lee et al., 

2010). In order to ensure participants’ safety in the activity, most programs with a risk management plan provided 

supervision of activities and safety training to both full-time and part-time staff members. Regarding the 

relationship between a risk management plan and the reported participant injury rates, universities without a 

riskmanagement plan had higher injury rates than universities with a risk management plan. The majority of 

recreational sport program directors perceived that a well written risk management plan can improve the quality 

of services for participants, reduce injury rates, reduce money paid for loss claims, and save on insurance 

premiums.      

To investigate how risk management practices have advanced in recreational sport contexts, Stier and his 

colleagues (2008) surveyed the current risk management practices, procedures, and policies associated with 

intramural and sport activities. Many administrators attempted to protect themselves from liability by using waiver 

forms, using Automated External Defibrillators (AED), having Cardiopulmonary Resuscitation (CPR) and First 

Aid certifications for staff members, providing supervision of activities, having restrictive policies, and using 

communication devices. The use of a waiver was common practicefor recreational sports programs, and most 

programs required a signed waiver prior to participation in intramural sport. All recreational sport programs 

provided some sort of supervision for home events and did not require a coach to have First Aid/CPR 

certifications.  

Similarly, Kampf, Haines, Schneider, Stier, and Gaskins (2011) described current legal practices in club sport 

programs. The legal practice areas included the use of waivers, travel, coaching, first aid/CPR, and supervision. 

The results revealed that most programskept participants to self-administer and self-regulate their programs. 

While traveling to away games, participants used an outside vendors the most followed by the use of private 

transportation, driving personal vehicles, and renting organization owned vans. However, few programs provided 

professional employees to accompany teams during away travel. Noticeably, while the majority of recreation 

administrators had a written risk management plan, some administrators did not. Regarding risk management 

efforts, some professional staff had been given responsibility for overall risk management of the total intramural 

program. Therefore, all club sport programs need to prepare a written plan for emergencies and designate the 

professional staff who is in charge of emergency procedures in case of an incident or accident at a home event 

and during away travel.   

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

12 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

Golf directors have various responsibilities such as organizing golf tournaments, supervising golf clinics, 

managing golf carts, merchandise, foods and beverages, as well as monitoring and maintaining facility and 

equipment.   

As a number of publications indicated (Lee et al., 2010; Stier, et al., 2008; Young, 2001, 2007), essential legal 

topics within the scope of work for golf directors may include tort law, contract law, premises liability, 

participatory and contractual forms, negligence, human resources laws, product liability, fiduciary 

responsibilities, constitutional law, and administrative law. Since a comprehensive risk management manual not 

only helps to reduce the frequency of legal claims, but also generates an environment where the inherent risks are 

minimized (Cooper, 1997; Lee et al., 2010), golf directors should create asound risk management plan that serves 

the customer, the employee, and the organization. A strong risk management plan evaluatespolicies, areas, 

facilities, staff, participants, and programs on a continuous basis. It can classify if any organizational policies are 

contradictory to local, state, or federal laws, regulations, and ordinances (e.g., American with Disabilities Act, 

Fair Labor Standards Act, Occupational Safety and Health Administration, etc.). Golf directors should include 

the comprehensive risk management in the training of each golf professionals in the golf environment. Further, it 

would be beneficial to future golf professionals if golf management programs and PGA education programs 

implement these legal competency areas in their curricula.   

Methods  

Subjects   

Regarding the sampling method, judgment sampling was used to measure different golf environments including 

different populations served and year-round and seasonal golf facility. Among the Association’s 14 Districts, four 

Districts (District 2, 11, 12, and 13) were chosen from the PGA Membership and Golf Directory. District 2 

includes New York, New Jersey, and Philadelphia; District 11 includes California and Hawaii; District 12 includes 

New Mexico and Texas; and District 13 includes Florida and Georgia.   

A total of 390 PGA certified golf course directors who were in a golf operations position participated in this study. 

Usually, individuals who manage golf courses in the United States are licensed professionals who hold a 

membership from the PGA (PGA, 2014). Therefore, they were deemed to be the most suitable population from 

which to collect feedback on fundamental legal knowledge needed.   

Instrument   

The instrument used for the data collection was Toh’s (1997) Competencies of Sport Managers (COSM) 

instrument because the COSM was the most appropriate instrument that assessed the suggested competencies 

required to manage recreational sports that were related to the purpose of this study. Further, the COSM was one 

of the few instruments in the recreational sport field of study to convey evidence of validity and reliability 

(Cronbach’s α = .97). Toh’s study provided information of value for the selection of competencies and the general 

framework for the questionnaire.  

Of the 96 competency statements categorized within 10 areas from the COSM, a total of six legal competency 

factors were selected. It was determined that modifying the original statement of the COSM was appropriate 

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

13 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

because the legal needs of directors in the golf industry might differ from those of managers in the recreational 

sport field. In the content validity process of legal competencies instrument modified for this study, the Delphi 

technique was executed using information provided by a panel of experts. Five PGA professionals who held the 

general manager position with more than 10 years of expertise in golf management were selected to form the 

expert jury.  

Of the modified 39 legal competency statements, the jurors were asked to evaluate and validate the statements. 

Throughout three steps of the content validation process for legal competencies instrument by expert jurors, all 

39 statements were retained. The result of Cronbach’s Alpha internal consistency reliability of the legal 

competencies instrument was found to be .95.Hereafter, the instrument measuring legal competencies essential 

for the golf directors is identified as the Legal Competencies of Golf Directors (LCGD). The six-factor golf legal 

competencies include (1) business procedures; (2) facilities/equipment management; (3) personnel/customer 

relations; (4) emergency planning; (5) risk management; and (6) legal compliance.  

A four-point scale Likert-type was chosen because by omitting a neutral answer respondents are required to 

indicate some level of importance. According to StatPac (2005), a physical placement of a “neutral” category (at 

the midpoint of the scale) makes a difference in conclusions that can be drawn from the data.   

Thus, respondents rated the importance of legal competency statements using a four-point Likert scale: 1. 

Unimportant, 2. Of little Important, 3. Important, and 4. Critically Important.  

Procedures   

Respondents voluntarily self-selected by responding to the electronic survey. The Tailored Design Method 

(Dillman, Smyth, & Christian, 2009) for internet survey was implemented for purposes of data collection. It is 

modified from Dillman’s Total Design Method which includes four mailings in eight weeks. Thus, the initial 

email invitation to participate was sent, and followed by three email reminders. During the electronic mailing 

processes, 423 out of 1,223 questionnaires were returned for a response rate of 35%. After data screening, 

cleaning, and omitting outliers, 390 were deemed suitable for data analysis.  

Factor Analyses  

In order to identify integral constructs underlying the items on the LCGD, this study chose to employee 

exploratory factor analysis (EFA) rather than confirmatory factor analysis (CFA). As empirical research presented 

evidence, CFA may be a less desirable technique for determining the number of factors measured by a data set 

because specification searches in correlation matrices often do not uncover the correct population model 

(MacCallum, Roznowski, &Nowrwitz, 1992). Therefore, this study employed EFA to determine the correct 

number of factors to retain and rotate (Fabrigar, Wegener, MacCallum, &Strahan, 1999).  

Results  

Sample Characteristics  

The vast majority of respondents were male (94%), with only 23 female respondents. More than half of 

respondents (58%) were between 35 and 49 years old. One-fifth of the population was 35-39 years old (19.7%), 

almost one-third (31.6%) were over age 50; fewer than 2% of respondents were younger than 30 years old. Of the 

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

14 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

respondents, 57.8% had earned a bachelor’s degree, followed by those who completed some college (18%), and 

high school graduates (10.3%).   

Golf directors in private golf courses comprised the largest sub-group within the sample at 47.8% with 187 

responses, followed by those at semi-private golf courses at 29.9% and 127 responses. Public golf facilities formed 

the smallest portion of the sample, representing 19.4% with 76 responses. The majority of the respondents (75.6%) 

indicated that they had been employed in the golf industry for over 13 years. One hundred seventy-nine (45%) 

respondents indicated that they had been working as directors in the golf industry for over 20 years.   

Descriptive Statistics for the Legal Competencies Variables   

The legal competencies perceived as important for the effective performance of a golf director were (in order of 

importance): organizational policies and procedures, followed by risk management, personnel/customer relations, 

facility/equipment management, emergency planning, and legal compliance (Table 1). Approximately 30% of the 

golf directors indicated that knowledge in organizational policies and procedures was extremely important for the 

golf course operation. Though the legal compliance scale received the lowest mean score (M=2.58) with a range 

of 2.47 to 2.73 on the 4point scale, legal complianceitems are important legal competencies for golf operation. 

Table 1 presents means, standard deviations, and coefficient alphas for total scales in testing the dimensions of 

legal competencies.   

Table 1: Descriptive Statistics for the Legal Competencies Variables  

Legal Competencies   
Number of  

Items   
M   SD   

Coefficient  

Alpha   

Organizational Policies and 

Procedures   

9   3.16   .67   .90   

Facility/Equipment Management   7   2.89   .74   .89   

Personnel/Customer Relations   7   3.02   .76   .88   

Risk Management   6   3.10    .76   .87   

Emergency Plan   4   2.83   .73   .82   

Legal Compliance   4   2.58   .83   .79   

Exploration of Dimensions of Legal Competencies for Golf Course Directors  

A principal component analysis with a direct Oblimin rotation scheme was performed to discover the pattern of 

the factor structure in the relationship to legal competency variables measured by the LCGD. To determine 

whether factor analysis was an appropriate measure and to estimate the number of factors for the data, the Kaiser-

Meyer-Olkin measure of sampling and Bartlett’s test of sphericity were examined using SPSS FACTOR. The 

resulting values of both tests indicated that factor analysis was an appropriate measurement [Kaiser-Meyer-Olkin 

measure of sampling adequacy, .94 and Bartlett’s test of sphericity, c2=8353.93, p<.000].   

Based on these observations, it was expected that the factorability of the correlation matrices produced by each 

dataset would be adequate. The solution with six factors met the goals of interpretability. The six factors extracted 

explained 59.6% of the overall variance in the solution. Table 2 shows the factors and their contributions to 

explaining variance.   

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

15 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

Table 2: Factor Analysis of Legal Competencies for Golf Directors  

Legal Competency Items   

  Factor 

Loading   

  

Ft 1   Ft 2   Ft 3   Ft 4   Ft 5   Ft 6   

Implement planning strategies for programs 

(e.g., group lessons, tournaments, special 

events, etc.)   
.74   .11   .19   .18   .08   

-

.09   

Utilize effective problem-solving skills related 

to accidents or emergencies    
.72   .11   .12   .13   .25   .07   

Prepare organizational guidelines for staffing 

and programming   
.72   .22   .20   .18   .20   .24   

Establish standard of performance for program 

operation   
.68   .09   .09   .16   .25   .21   

Prepare and review incident/accident reports   .67   .17   .23   .14   -.03   .26   

Evaluate staff for career development   .65   .16   .30   .10   .07   .09   

Conduct meetings with legal professionals for 

updating legal issues   
.65   .18   .15   .06   .15   .07   

Train, recruit, interview, and hire full-

time/parttime staff   
.62   .13   .24   .11   .06   

-

.10   

Utilize effective procedures to handle reports, 

registrations, notices, etc.   
.52   .24   .19   .30   .06   .16   

Develop planning schedules for facility 

maintenance   
.09   .74   .12   .06   .16   .21   

Implement system for inventory of equipment 

and supplies   
.12   .74   .16   .12   .21   

-

.01   

Design strategies/policies to prevent misuse of 

facilities and equipment   
.14   .72   .21   .11   .25   .16   

Conduct routine inspections of facilities and 

equipment   
.23   .71   .07   .18   .07   .08   

Provide legal input for facility maintenance 

and development   
.22   .69   .15   .08   .23   .13   

Develop appropriate means of storing 

equipment and supplies   
.15   .68   .16   .15   .16   .04   

Administer an equipment lease and purchase 

system and a facility reservation system   
.11   .59   .13   .17   .03   .29   

Handle disciplinary action, accidents, 

protests, and eligibility status reports   
.21   .09   .72   .19   .05   .13   

Use sound procedures for settling protests   .26   .12   .72   .14   .27   -

.09   

Prepare written documentation of protests   .22   .17   .70   .18   .31   .03   

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

16 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

Establish eligibility guidelines for customers, 

members, and/or golfers   
.32   .13   .65   .19   -.02   .21   

Develop personnel/customer related policy   .13   .32   .62   .03   .02   .17   

Establish procedures reflecting fair treatment 

of both staff and customers, members, and/or 

golfers   

.26   .14   .61   .08   .24   .14   

Utilize procedures to regulate the conduct of 

customers, members, and/or golfers   

Implement sound procedures for scheduling,  

.35   .19   .53   .21   .10   .16   

postponements, rescheduling, and forfeiture 

of golf games, special events, and 

tournaments   

.26   .20   .17   .74   .15   -

.13   

 
Demonstrate a legal knowledge of the  

organizational and operational aspects of 

different types of golf programming (e.g. 

special events, tournaments, group lessons, 

etc.)   

.27   .16   .04   .74   .15   -.05   

Organize  legal clinics for staff and/or 

marshals   

.07   .14   .17   .65   .04   .25   

Implement appropriate system of procurement 

and evaluation of staff and/or marshals   
.14   .16   .17   .61   .16   .32   

Adapt programs to the special needs of 

persons with disabilities   
.14   .09   .18   .60   .20   .29   

Supervise customers, members, employees, 

and/or organizations   
.28   .20   .14   .44   -.06   .29   

Exercise effective decision making in 

dealing with accidents   

Coordinate training for staff on legal and 

safety  

.23   .27   .18   .13   .76   .11   

issues (e.g., first aid training, CPR training, 

ADA, OSHA, etc.)   

.19   .32   .13   .16   .65   .27   

Establish a safety program to prevent injuries 

and accidents   
.23   .38   .22   .11   .64   .21   

Demonstrate an understanding of inherent 

risks of golf   
.24   .24   .22   .18   .63   .21   

Implement legal framework for fiscal 

management   
.11   .26   .05   .19   .09   .66   

Write and process contractual agreements for 

both staff and customers, members, and/or 

.05   .25   .21   .17   .23   .64   

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

17 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

golfers  Demonstrate an understanding of both 

basic  

business and sport laws and other important 

legal matters   

.20   .19   .37   .08   .20   .58   

Understand and implement appropriate 

legislation that applies to golf   
.15   .08   .21   .18   .39   .57   

Rotation Sums of Squared Loadings   5.2   4.7   4.4   3.3   2.9   2.8   

Total % of Variance   13.4   12.1   11.2   8.4   7.3   7.1   

Cumulative %   13.4   25.5   36.7   45.2   52.5   59.6   

In factor 1, a total of nine items had loadings of greater than .40 and accounted for 13.38% of the total variance. 

The item with the largest loading at .74 was “Implement planning strategies for programs (e.g., tournaments, 

special events, group lessons, etc.).” The lowest loading at .52 was “Utilize effective office procedures to handle 

reports, registrations, notices, etc.” All items loading on this factor were concerned with “Organizational Policies 

and Procedures.”   

The seven variables that loaded on factor 2 had a loading ranging from .74 to .59. Variables “Develop planning 

schedules for facility maintenance” and “Administer an equipment lease and purchase system and a facility 

reservation system” had the highest and lowest loading respectively. Factor 2 was named “Facilities and 

Equipment Management” and explained 12.11% of the total variance.  

For factor 3, seven variables had loadings ranging from .72 to .53. The highest factor loading was “Handling 

disciplinary action, accidents, protests, and eligibility status reports” and the lowest factor loading was “Utilize 

procedures to regulate the conduct of customers, members, and employees.” Most items loading on this factor 

were concerned with tasks related to “Personnel/Customer Relations.” This factor explained 11.23% of the 

variance in the total variance.   

Factor 4 was named “Risk Management” and consisted of six items ranging from .74 to .44. The variable with 

the highest loading was “Implement sound procedures for scheduling, postponements, rescheduling, and 

forfeiture of golf games, special events, and tournaments” and the one with the lowest loading was “Supervise 

golfers, customers, and/or members.” These six variables together accounted for  

8.44% of the total variance.  

Four items with a factor loading ranging from .76 to .63, loaded on factor 5. Items “Exercise effective decision 

making in dealing with accidents” and “Demonstrate an understanding of specific inherent risks of golf” had the 

highest and lowest loading respectively. All items appeared to be concerned with emergency procedures; thus, 

this factor was named “Emergency Planning.” Together, these four variables explained  

7.31% of the total variance.  

Finally, factor 6 consisted of four variables that had a factor loading ranging from .66 to .57. The highest loading 

was “Implement legal framework for fiscal management,” and the lowest loading was “Understand and implement 

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

18 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

appropriate legislation that applies to golf.” Most items loading on this factor were concerned with legal 

compliance. It was thus named “Legal Compliance.” This factor accounted for  

7.12% of the total variance.  

Overall, 37 of 39 items on the legal competencies loaded on six factors at a factor loading of .40 or higher. It 

appears that golf directors who are employed at different environments shared perceptions of important legal 

competenciesfor effective golf operation. Two items were not interpreted because of the weak relationship 

between item and factor (e.g., factor loading lower than .40 and double-loading). These two items were “Utilize 

effective office procedures to handle registrations, reports, and notices, etc.” and “Supervise governing or appeal 

board.” Even though these items were not included in classifying factors in the present study, these items may be 

important legal competencies for golf directors because both documentation of any incidents/accidents and 

supervisory issues is prevalent disputes in recreational sport.   

Discussion  

The findings of this study represented the necessary knowledge in legal competencies and a profile of essential 

legal competencies for golf directors in the United States. These findings underlined an understanding of the 

foundational areas important to the legal aspects in golf. The result of factor analysis on legal competencies of 

golf directors indicated the presence of a 6-factor model, which consisted of 37 observed competencies. The six 

factors were labeled: (1) Organizational Policies and Procedures, (2) Facilities/Equipment Management, (3) 

Personnel/Customer Relations,  

(4) Risk Management, (5) Emergency Planning, and (6) Legal Compliance.  

The results of this study suggest that the LCGD is an internally consistent, reliable, and valid measure of major 

areas of legal competencies in golf. Further, all items in the legal competencies instrument were content validated 

and considered to be necessary and important by expert juries. Therefore, the legal competencies instrument seems 

appropriate for the verification of the golf legal competencies. Because no previous researchers, to this 

investigator’s knowledge, have reported legal competencies in the golf context, the legal competencies instrument 

in this study could be useful for researchers interested in exploring legal competencies in different golf 

environments.  

The findings of this study also provide golf directors with important information regarding adequate knowledge 

of legal competencies. For instance, organizational policies and procedures in legal competencies are of very high 

importance for golf directors. This clearly indicates that golf directors must develop organizational policies and 

procedures for communicating with their staff to maintain a standard of care mandated by the courts and expected 

by their customers. When negligence litigation occurs, a standard of care is applied to determine the competence 

of a professional. One way to measure the standard of care is derived from standards of practice developed by 

professional organizations. Liability associated with negligence can be minimized when staff members at golf 

facilities adhere to standards of practice. Therefore, golf directors need to develop sound organizational policies 

and procedures in accordance with the standards of the PGA and the United States Golf Association (USGA). 

Further, golf directors may comply with standards from recreational sport associations such as the ethical creed 

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

19 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

from the North American Society for Sport Management (NASSM), and the code of ethics and interpretive 

guidelines from the National Recreation and Park Association (NRPA).  

In terms of facilities/equipment management, golf directors indicated the following as important competencies in 

effective golf operations: developing policies for periodically inspecting equipment and golf areas (e.g., driving 

range, practice green, golf course); providing facility development; administering equipment lease; and providing 

personnel to supervise golf areas to assist in accident or injury situations. Because most legal litigations regarding 

personal injuries and negligence are involved with equipment and facilities, it is essential for golf course directors 

to have sufficient knowledge in facilities/equipment management. Consistent with the findings from many 

publications (Jamieson, 1980; Jennings, 1984; Lee, et al., 2010; Skipper, 1990; Toh, 1997; Young et al., 2007), 

golf directors in the present study considered managing facilities and equipment as an important competency 

because they are in charge of golf tournaments, facilities, lessons, and course operations.  

A possible explanation for the importance assigned by golf directors to personnel/customer relations may be 

caused by their more frequent interactions with members, customers, and the public than directors in different 

settings (e.g., campus recreation, private athletic clubs, YMCA, parks and recreation agencies, etc.) have. Golf 

directors require more of an emphasis on a fundamental knowledge of  

personnel/customer relations as an important legal aspect of their job. Golf directors in contrast may deal with, 

but are not limited to, members, staff, and the public in situations such as handling disciplinary action, settling 

protests, developing policy, and regulating the conduct of members, customers, and employees. Because golf 

directors deal primarily with regulations by club or association members, respondents ranked personnel/customer 

relations an important legal competency. The personnel/customer relations role was considered to be an important 

management competency identified byJamieson (1980) and Jennings (1984). For golf directors, the 

personnel/customer relations role could include initiating interaction with other agencies, clubs, and golf courses.   

In terms of emergency planning, golf directors regarded this as important legal competencies related to members, 

golfers, and the public in emergency situations such as implementing sound procedures for scheduling, 

postponements, rescheduling, and forfeiture of golf games, special events, and tournaments. Because golf 

directors considered emergency procedures as governed by state statutes, governmental agencies, and professional 

associations (SchoepferBochicchio, 2013), this is an important legal competency in golf operation. Professionals 

in recreational sport programs supported this finding in Lee and his colleagues’ study (2010). They perceived that 

emergency planning was an important part in a sound risk management plan.   

The risk management literature in the recreational sport context supported the findings of this study that risk 

management is an important legal competency for golf course directors. Young and her associates (2007) claimed 

that risk management was the most important legal knowledge needed for recreational sport professionals. Sound 

risk management policies and procedures must be developed in order to reduce participant injuries, negligence, 

and legal lawsuits (Cooper, 1997; Lee, et al., 2010; Fields &Young, 2010). As part of the best practice 

management system within golf and recreational sport contexts, the risk management process should be 

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

20 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

implemented. It is important for golf directors to have an ability to develop, implement, and manage risk 

management plans for their effective golf operation.   

In this study, the importance of legal compliance was consistent with the findings of Jamieson (1980). 

Recreational sport administrators in municipal, military, and institutional settings considered legal compliance in 

order to prevent accident and lawsuits as important golf management competencies. Similar results were found 

in studies from Jennings(1984), Fields and Young (2010), and Young (2001). Golf directors as well as recreational 

sports managers need a fundamental understanding of legal concepts related to the individual manager’s segment 

of the golf, recreation, or leisure industry. They should learn types of risks and risk prevention strategies as much 

as possible and constantly care for the safety of those in and around their facilities/golf courses. As many 

researchers stressed, a comprehensive risk management plan is of utmost importance and best practice for golf 

course directors. Further, a sound risk management plan is vital to not only reduce participant injuries, negligence, 

and legal lawsuits, but to achieve organizational synergy and success.  

Conclusion   

The findings of this study revealed the essential legal competencies for golf directors. According to this study, 

the development of legal competencies helps to improve a golf course director’s management competencies. 

These findings underline the six-factor legal competencies that comprise the fundamental legal knowledge for the 

golf management field. The six-factor golf legal competencies can be used as a guideline when a director operates 

a golf facility. The current directors can implement the legal competencies model to discover the potential areas 

in which they need to improve and/or manage their golf sites effectively.   

The model can also be used as a guideline for directors when recruiting junior golf professionals to ensure the 

assistant golf professional possesses the minimum standards of legal competencies in golf. Although it is unknown 

for the purpose of this study how the professional golf management curriculum from the PGA is developed, the 

importance of the theoretical and foundational contexts for legal competencies cannot be undervalued.   

Even though statistical results indicated that the perceived importance of legal competencies for golf directors is 

a six-factor model, it does not mean that it is the only model. When developing the model, two issues are raised: 

(1) whether the model is consistent with the data, or (2) whether the model is consistent with the real world (Toh, 

1997). It is unknown whether the six-factor model is replicable in time or with directors in different golf 

environments such as different golf courses and/or different regions. Hence, it is necessary to test the model again 

using different samples to further examine whether it has a reasonable correspondence to reality.   

  

mailto:topacademicjournals@gmail.com


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

21 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

References  

Choi, H. S. (2010, June). Legal risks of golf course directors. Paper presented at the Proceedings of the North 

American Society of Sport Management (NASSM) 2010 Conference, Tampa, FL.  

Cooper, N. (1997). Will the defendant please rise: How effective is your risk management plan? NIRSA Journal, 

21(2), 34-41.  

Cotton, D. J., &Wolohan, J. T. (2013). Law for recreation and sport managers (6thed). Dubuque, IA: Kendall 

Hunt.  

Council on Hotel, Restaurant, and Institutional Education (2013). Accreditation commissions. 

http://www.chrie.org/about/accreditation/accreditation-commissions/index.aspx  

Dillman, D., Smyth, J., & Christian, L. (2009). Internet, mail, and mixed-mode surveys: the tailored design 

method. New York, NY: Wiley.  

Fabrigar, L. R., Wegener, D. T., MacCallum, R. C., &Strahan, E. J. (1999). Evaluating the use of exploratory 

factor analysis in psychological research. Psychological Methods, 4, 272299.   

Fields, S. K.,& Young, S. J. (2010). Learning from the past: An analysis of case law impacting campus 

recreational sport programs. Journal of Legal Aspects of Sport, 20(1), 73-94.  

Jamieson, L. M. (1980). A competency analysis of recreational sports personnel in selected institutional settings 

(Unpublished doctoral dissertation). Indiana University, Bloomington, IN.  

Jennings, M. W. (1984). Entry level competencies for recreational sports personnel as identified by chairs of 

preparatory institutions (Unpublished doctoral dissertation). Indiana University, Bloomington, IN.  

Kampf, S., Haines, S., Schneider, R., Stier, W., & Gaskins, B. (2011). Current legal practice in collegiate club 

sport programs. Sport Risk: Solutions in Recreation Risk Management. Retrieved from 

http://sportrisk.com/2011/05/current-legal-practices-in-collegiateclub-sport-programs/  

Lee, S., Farley, L. A., & Kwon, O. (2010). The effectiveness of risk management plans in recreational sport 

programs of division I-A universities. Recreational Sports Journal, 34(1), 58-68.   

MacCallum, R. C., Roznowski, M., &Nowrwitz, L. B. (1992). Model modifications in covariance structure 

analysis. The problem of capitalizations on chance. Psychological Bulletin, 111, 490-504.   

Mulrooney, A. L., & Green, E. (1997). Risk management has its price. NIRSA Journal, 21(2), 42-45.  

mailto:topacademicjournals@gmail.com
http://www.chrie.org/about/accreditation/accreditation-commissions/index.aspx
http://sportrisk.com/2011/05/current-legal-practices-in-collegiate-club-sport-programs/
http://sportrisk.com/2011/05/current-legal-practices-in-collegiate-club-sport-programs/


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

22 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

Mulrooney, A. L., & Styles, A. E. (2005). Directors of public and private state-of-the-art multimillion dollar 

recreational facilities lead the way in risk management practices. Recreational Sports Journal, 29(2), 92-

107.   

National Intramural-Recreational Sports Association (2014). Core competencies underpin  

NIRSA’s professional development opportunities. Retrieved from  

http://www.nirsa.org/wcm/Grow/Registry/Core_Competencies/wcm/_Grow/Re 

gistry/Core_Competencies.aspx?hkey=400eb9eb-0e09-4171-9615-841aabf2983a  

National Recreation and Park Association (2014). Overview of the COAPRT accreditation process. Retrieved 

from http://www.nrpa.org/Professional-Development/Accreditation/COAPRT/Overviewof-the-

COAPRT-Accreditation-Process/  

National Sporting Goods Association (2012). Purchases of golf equipment in the US since 2007. Retrieved from 

http://www.statista.com/statistics/201038  

Petersen, J., & Pierce, D. (2009). Professional sport league assessment of sport management curriculum. Sport 

Management Education Journal, 3(1), 110-124  

Professional Golfers’ Association (2009). PGM Program at a glance. Retrieved from 

http://pdf.pgalinks.com/regmemos/PGM_AtAGlance.pdf  

Professional Golfers’ Association (2014). PGA of America member classification. Retrieved from 

http://www.pga.com/pga-america/member-classifications  

Rapp, G. C. (2012). Field of broken dreams: The quest for rule-of-law in sports litigation. Texas Review of 

Entertainment & Sports Law, 13, 102.   

SchoepferBochicchio, K. (2013). Emergency care. In D. J. Cotton & J. T. Wolohan (6thed), Law for recreation 

and sport managers (pp. 151-165). Dubuque, IA: Kendall Hunt.  

Skipper, W. T. (1990). Competencies for collegiate sports facility managers: Implication for a facility 

management curricular model (Unpublished doctoral dissertation). University of Arkansas, Fayetteville, 

AR.   

Statista (2014). Size of the core U.S. golf economy by industry segment in 2000, 2005, and 2011. Retrieved from 

http://www.statista.com/statistics/273849/size-of-the-core-us-golfindustry/  

StatPac (2005). The “don’t know,” “undecided,” and “neutral” response options. Retrieved from 

http://www.statpac.com/surveys/undecidedcategory.htm  

mailto:topacademicjournals@gmail.com
http://www.nirsa.org/wcm/Grow/Registry/Core_Competencies/wcm/_Grow/Registry/Core_Competencies.aspx?hkey=400eb9eb-0e09-4171-9615-841aabf2983a
http://www.nirsa.org/wcm/Grow/Registry/Core_Competencies/wcm/_Grow/Registry/Core_Competencies.aspx?hkey=400eb9eb-0e09-4171-9615-841aabf2983a
http://www.nirsa.org/wcm/Grow/Registry/Core_Competencies/wcm/_Grow/Registry/Core_Competencies.aspx?hkey=400eb9eb-0e09-4171-9615-841aabf2983a
http://www.nrpa.org/Professional-Development/Accreditation/COAPRT/Overview-of-the-COAPRT-Accreditation-Process/
http://www.nrpa.org/Professional-Development/Accreditation/COAPRT/Overview-of-the-COAPRT-Accreditation-Process/
http://www.nrpa.org/Professional-Development/Accreditation/COAPRT/Overview-of-the-COAPRT-Accreditation-Process/
http://www.statista.com/statistics/201038
http://pdf.pgalinks.com/regmemos/PGM_AtAGlance.pdf
http://www.pga.com/pga-america/member-classifications
http://www.statista.com/statistics/273849/size-of-the-core-us-golf-industry/
http://www.statista.com/statistics/273849/size-of-the-core-us-golf-industry/
http://www.statpac.com/surveys/undecidedcategory.htm


    

 American Journal of Medical and Physical Education 
Vol.8, Issue 1; January-Febuary 2023; 

ISSN: 2994-0524 

Impact Factor: 6.14 

1252 Columbia Rd NW, Washington DC, United States 

https://topjournals.org/index.php/AJMPE; mail: topacademicjournals@gmail.com 

 

 

 

  

23 | A m e r i c a n  J o u r n a l  o f  M e d i c a l  a n d  P h y s i c a l  E d u c a t i o n  

|  https://topjournals.org/index.php/AJMPE 

Stier, W. F., & Schneider, R. C. (2000). Sport management curricular standards 2000 studyundergraduate level. 

International Journal of Sport management, 1(1), 56-69.  

Stier, W., Schneider, R., Kampf, S., Haines, S., & Gaskins, B. (2008). Selected risk management policies, 

practices, and procedures for intramural activities at NIRSA institutions. Recreation Sports Journal, 32(1), 

28-44.   

The Association to Advance College Schools of Business (2013). 2013 Business accreditation standards. 

Retrieved from            http://www.aacsb.edu/accreditation/business/standards/2013/learning-

andteaching/standard9.asp  

The Commission on Sport Management Accreditation (n.d.). Guidelines for accreditation site visits: for site team 

evaluators and institutions. Retrieved from  http://www.cosmaweb.org/accreditation-manuals.html  

Toh, K. L. (1997). Constructing and validating competencies of sport managers (COSM) instrument: a model 

development (Unpublished doctoral dissertation). Indiana University, Bloomington, IN.   

U.S. Courts (n.d.). Caseload statistics 2013. Retrieved from 

http://www.uscourts.gov/Statistics/FederalJudicialCaseloadStatistics/caseloadstatistics-2013.aspx  

U.S. Consumer Product Safety Commission (n.d.). National electronic injury surveillance system (NEISS) data 

highlights—2012. Retrieved from 

http://www.cpsc.gov//Global/Neiss_prod/2012NeissDataHighlights.pdf  

Young, S. J. (2001). The importance of legal aspects for new professionals in recreational sports: A perspective 

of practicing professionals. LARNet, The Cyber Journal of Applied Leisure and Recreation Research, 

Retrieved from http://larnet.org/2001-2.htm  

Young, S. J., Fields, S. K., & Powell, G. M. (2007). Risk perceptions versus legal realities incampus recreational 

sport programs. Recreational Sports Journal, 31(2), 131-145.  

mailto:topacademicjournals@gmail.com
http://www.aacsb.edu/accreditation/business/standards/2013/learning-and-teaching/standard9.asp
http://www.aacsb.edu/accreditation/business/standards/2013/learning-and-teaching/standard9.asp
http://www.aacsb.edu/accreditation/business/standards/2013/learning-and-teaching/standard9.asp
http://www.cosmaweb.org/accreditation-manuals.html
http://www.uscourts.gov/Statistics/FederalJudicialCaseloadStatistics/caseload-statistics-2013.aspx
http://www.uscourts.gov/Statistics/FederalJudicialCaseloadStatistics/caseload-statistics-2013.aspx
http://www.cpsc.gov/Global/Neiss_prod/2012NeissDataHighlights.pdf
http://larnet.org/2001-2.htm

