The past two decades have been laden with substantial economic, political and social developments which have seriously affected the recreation movement. Recreators are expected to continually increase the quantity and quality of service delivery in spite of diminishing resources, especially financial. The Administrators are faced with the task of combining maximum efficiency with effective delivery of services. Many agencies have been forced to look for alternatives to meet this very real demand. Some think they have found a solution in the computer.

The computer offers an increasingly diverse pool of potential applications for the leisure service field. These may include: word processing, accounting, facility management, program registration, maintenance cost-tracking, umpire-referee assignment, and sports scheduling. With demands on leisure service delivery systems (especially government sponsored programs) for increased effectiveness and decreased costs, the computer may offer a potential road to survival.

Unfortunately, as with most implementations of change, one might expect computers to encounter resistance. According to Ellis, Witt and MacDonald (1983), we can expect hostile reactions to the increasing use of computers. Cancro and Slotnick (1970) proposed that the attitude of the general public toward the computer is one of ambivalence. Siderelis (1981) suggested that employees will react in three different ways to the augmentation of computers: 1) aggressive behavior expressed as an attack toward the computer; 2) protective behavior where employees blame the computer for mistakes; and 3) avoidance behavior, when employees continue as if the computer did not exist. Other authors (Ewert, 1984; Ewert and Voight, 1983; Ellis, Witt and MacDonald, 1983; Cheng, 1982; and Toffler, 1981) agree that computer implementation will meet with some form of resistance.

Computers reach higher technological plains every day. Soon only a little, if any, computer knowledge will be required for electronic data processing. Sharpless (1981, p. 114), in one of the few reported computer attitude surveys of recreation and park agencies, stated that "the responses to statements dealing with attitudes toward the future of computers in parks and recreation were very favorable."

It seems administrators of park and recreation agencies are increasingly realizing the role computers can play in their department (Sharpless, 1981). This is a very important first step in successful implementation and a good start to improved recreation management. It is, however, only the beginning. According to Ewert and Voight (1983), the effectiveness of computers in park and recreation agencies and the consequence of their implementation depends not only on managers and administrators, but staff as well. It is the line staff that will use the computer and inevitably determine its success or failure in the agency. How employees feel about using computers in their job will, in most cases, predict the life of the computer. Either a quick and painful death (financially) or a long and prosperous relationship is directly determined by the recreation staffs' attitudes, not the attitudes of the administrator.

In an attempt to determine the prevailing attitudes of recreation employees from around the country, 80 agencies were randomly selected to participate in the study. Two hundred and twenty clerical, maintenance and program leadership employees were asked to indicate their level of agreement (Strongly Agree to Strongly Disagree) with several computer related statements. Table 1 shows the distribution of responses to each of the statements. Each response was then assigned a numerical value: strongly agree = 5 to strongly disagree = 1. Therefore, a high score would indicate a positive attitude and a low score would indicate a negative attitude. Figure 1 shows the distribution of the summed responses. As demonstrated by the distribution of responses in Table 1 and summed responses in Figure 1, a majority of the respondents had a positive attitude toward using computers. A further analysis revealed that employees' attitudes were independent of the agencies' computer use (yes or no), the amount of computer use, the amount of employees' personal computer contact, years at their present position, sex, age and education.

The implications of this study are of great practical value to recreation and park agencies. In contrast to past studies, these results indicate that employee attitudes are positive toward computers. Administrators of park and recreation agencies have up to now employed measures, often costly and time consuming, to orient employees to computers in an attempt to change what several researchers have concluded are negative attitudes. This study, however, indicates that employees are becoming more receptive to the idea of working with computers. Administrators no longer need to employ tactics to facilitate attitude change. They should concentrate their efforts on educating employees in the areas of computer operation, applications in all areas of the agency, and how to use the computer as a tool that will improve the quality of their work.

When implementing a computer system in your agency the following steps are recommended:

1. Identify areas within your agency where computers may be applied. Here are some possible questions to ask yourself:
a. Do we send out letters?
b. Do we have a need for mailing lists?

Table 1 Subject Responses to Computer Attitude Statements
	SA	A	DK	D	SD
Computers offer solutions to many of the problems facing park and recreation departments.	50	105	11	19	0
Within the next 5 years, computers will greatly improve the way parks and recreation departments do their work.	85	104	11	19	0
I would like to see greater use of computers in my park and recreation department.	110	92	8	10	0
A computer installation is an indication of progressive management.	78	110	10	21	1
Decisions can be made more objectively if a computer is used.	31	103	32	49	4
Most reports and analyses processed on a computer provide greater assistance in determining the action required.	42	123	22	30	3
Computer use increases the importance of the individual in the park and recreation agency.	17	73	34	82	14
Computer utilization increases the value and importance of organizational planning.	42	120	21	34	3
Greater cooperation among personnel is achieved by using a computer.	12	56	63	79	9
Computers take too many jobs away from people.	5	14	22	127	49
There is more prestige for an employee of a county or city with a computer than a county or city without a computer.	15	72	34	88	9
Installing a computer is borrowing trouble.	2	9	13	118	78
I would advise a friend just starting out to get a job in a city or county with a computer than in a city or county without a computer.	11	62	40	95	9
A lot of useless research is done just because a park and recreation department has a computer.	2	26	32	120	37
Computers promote better teamwork among workers of jobs throughout the recreation department.	7	69	65	71	5
People do the work and computers get the credit.	4	19	21	138	36
An employee loses the "feel" of facts when the data are processed on a computer.	3	11	19	147	35

c. Do we have an up-to-date inventory of equipment and supplies?
d. Can we track the costs of various jobs?
e. Do we require facility reservations?
f. Does our agency have long registration lines for programs?
g. Do we make public service announcements?
h. Do we do any payroll or personnel processing?

2. Find out from other agencies similar to your own how they are using computers. What software are they using? Where are they using it and how would they evaluate its effectiveness?

3. Plan an implementation schedule with your staff.

4. Make sure all appropriate staff are given adequqate training.

5. Run parallel systems. Keep the old methods in place until you determine the computer is the right tool for the job.

6. Evaluate, evaluate, evaluate. Does the system do what it was intended to do? Has productivity within your agency increased? How has the staff been effected? Has the computer system improved services to the consumers/membership?

7. Make the necessary adjustments. Listen to what your staff is telling you and, if possible, do what they suggest.

The present study represents a significant advancement in the person/computer relationship. Society has made considerable progress in the direction of maturity. Individuals are now making sounder decisions based on facts and logical reasoning. The fear of computers is quickly becoming an attitude of the past. Today's employees see the computer as a tool that will make their job easier, not take it away. Moreover, managers are ascribing to the computer for improved efficiency of their operations and subsequently, an improved financial position. The park and recreation employee is ready and willing to use computers. He/she is no longer afraid or apprehensive. The administrator should utilize this opportunity to effectively improve the efficiency of his/her operation.

References
Cancro, R., and Slotnick, D. (1070). Computer graphics and resistance to technology. American Journal of Psychotherapy, 24:461-469.

Cheng, V.S. (1982). Computers in leisure services. Recreation Canada, September: 12-16.

Ellis, G., Witt, P.A., and Macdonald, S. (1983). Overcoming perceived computer helplessness in recreation services. Journal of Park and Recreation Administration, 3:43-51.

Ewert, A. (1984). Employee resistance to computer technlogy. Journal of Physical Education Recreation, and Dance, 4:34-36.

Ewert, A. and Voight, A. (1983). Computer technology and employee resistance in recreation and park delivery systems. Journal of Park and Recreation Administration, 4:1-11.

Sharpless, D.R. (1981). Trends in computer use in parks and recreation. Proceedings of the national workshop on computers in recreation and parks, 111-116.

Siderelis, C.D. (1981). Setting up for computerization: an informational analysis approach. Proceedings of the national workshop on computers in recreation and parks, 117-141.

Toffler, A. (1980). The Third Wave. New York: William Morrow and Company.

ABOUT THE AUTHOR: Michael Kanters, Ph.D., is an assistant professor with the Department of Recreation and Park Administration at Western Illinois University in Macomb. While completing his doctoral work at Indiana University, Dr. Ranters also served as Executive Director of the Indiana Park and Recreation Association.