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This project paper will review the literature on employee motivation in the nonprofit sector, by identifying major and current types of employee motivation in nonprofit organizations, as well as some of the models utilized in the for-profit industry. By utilizing current literature and taking a mixed research methods approach, this research paper aims to identify the actual and currents effects that organizational and management practices have on employees' motivation, personal and professional productivity and growth. Additionally, this paper will also attempt to promote continuous discussion and research on employee motivation.
This book untangles the theory and practice of employee engagement in nonprofit organizations. It examines the antecedents, dimensions, and consequences of employee engagement while providing evidence-based context specific models for the deployment of employee engagement to facilitate how individuals and teams contribute to and enhance organizational performance and community outcomes in nonprofit organizations. Alongside the theoretical aspects are concrete examples of how to develop, implement and manage employee engagement in nonprofit employment relations and HR practices. Facilitating understanding of aspects of engagement that are unique to nonprofit organizations, this work offers researchers and students a comprehensive analysis of models that explain the role of the environment, the characteristics of employees and the organization in the dimensions of employee engagement in nonprofit organizations.
In this paper, I argue that because nonprofit organizations rely disproportionately on intrinsically motivated employees, they provide a particularly interesting context for examining the relationship between wage dispersion and employee motivation. If certain hypotheses put forth in the literature on psychology and employee motivation are correct, then wage dispersion should be less apparent in the nonprofit sector than in the for-profit sector. I examine labor market data from the 1990 US Census on nonprofit and for-profit employees and find a strong link between wage equity and sector of employment. This finding is supportive of the view that wage equity is related to worker motivation. Alternative explanations for the observed wage patterns are examined and rejected.
Abstract: The issue of employee motivation received much attention in the last few decades. That attention came from its significant practical and theoretical role in the field of management. To understand how motivation influences employees' behavior, we have to know that every employee is motivated differently based on their preferences and characteristics. Therefore, it is essential to discover individual motivation factors for each employee. This study examines the factors that stimulate employees' motivation and explain how to use those motivational factors to improve employees' performance and engagement. It focuses on three non-profit organizations in Egypt and provides empirical evidence of the link between the motivation and selected variables, which are the style of leadership, the reward system, and the organizational climate. A purposive sampling approach was adopted to collect data from administrative and technical staff members. The data were collected using the qualitative method by interviewing twelve participants from the professional and managerial levels at three non-profit organizations in Egypt. The findings showed that career growth, equitable pay and benefits, leadership style, and policies and procedures positively impact employees' motivation. Based on the findings of this study, the recommendations are to give more attention to the professional growth opportunity through using the succession plan technique to fill in the managerial role within the organization, which in turn helps in remapping the leadership style to a more impactful tool to increase motivation and engagement. Organizations can also adopt some strategies to boost their employees' motivation, from creating a positive workplace environment, opening a communication channel between employees and senior management, and creating more flexible and competitive policies and procedures that ensure equitable pay and benefits.
This present study aims to identify the relationships between public service motivation (PSM), job satisfaction, and level of commitment for the study population of 139 executive directors (N=42) and full-time employees (N=97) working with the YMCA in either Mississippi, Alabama, Arkansas, Louisiana, or Tennessee. The study was conducted using an online questionnaire, where executive directors or a representative were contacted to attain consent prior to their participation in the study. For this study, the dependent variable (Global PSM) serves as a means to understand its influence on job satisfaction and level of commitment for the two-group (executive directors and full-time employees) sample population. Once considered to be applicable only to employees in the public sector, this study discusses the application of PSM to employees in the nonprofit sector using the research of Mann (2006) and Word and Carpenter (2013). The employment of PSM to the nonprofit sector guides this research to understand Global PSM's influence on job satisfaction and level of commitment for executive directors and full-time employees. Moreover, Pandey and Stazyk (2008) posited job satisfaction and organizational commitment are viewed as correlates to PSM. Using ordinary least-squares regression (OLS), the findings for this study indicated four of the nine job satisfaction facets (nature of work, pay, supervision, and coworkers) were significant to increase the Global PSM of executive directors. However, none of the commitment components (affective, continuance, and normative) or demographic variables were found to be significant for this group. Likewise, the findings for the full-time employee group revealed nature of work and operating conditions as the two significant job satisfaction facets. Although slightly significant, normative commitment was the only significant variable of the three-component model of commitment when regressed together or with the job satisfaction or demographic variables in the study.
Cover -- Title Page -- Copyright Page -- Table of Contents -- List of Figures -- List of Tables -- Notes on Contributors -- Acknowledgments -- 1 Introduction -- PART I Working in the Sector -- 2 Theories of the Nonprofit Sector -- 3 Trends in Nonprofit Employment -- 4 Legal Aspects of Nonprofit Employment -- PART II Building an HRM Infrastructure in a Nonprofit Organization -- 5 Strategic Human Resource Management -- 6 Recruitment and Selection for Nonprofit Organizations -- 7 Succession Planning and Management in Nonprofit Organizations -- 8 Talent Management -- 9 Compensation Practices in Nonprofit Organizations: Examining Practices Adopted by High Performing Nonprofits -- 10 Labor Relations in Nonprofit Organizations -- 11 Engagement, Satisfaction, and Nonprofit Organizations -- 12 Volunteer Management: It All Depends -- 13 Training and Development in Nonprofit Organizations -- 14 Making Nonprofits More Effective: Performance Management and Performance Appraisals -- PART III Emergent Challenges in Nonprofit Human Resource Management -- 15 Interchangeability of Labor: Managing a Mixed Paid and Volunteer Workforce -- 16 Managing Human Resources in International NGOs -- 17 Managing Generational Differences in Nonprofit Organizations -- 18 Diversity and Diversity Management in Nonprofit Organizations -- 19 Technology and Human Resource Management in Nonprofit Organizations -- 20 Conclusion: Toward a Research Agenda for Nonprofit Human Resource Management -- Index
Human resource management (HRM) can aid nonprofit organizations (NPOs) in facing uncertain, changing environments of funding pressures, increasing competition and demand for services as well as internal challenges. As the distinguishing features of NPOs can render the professionalization of HRM different from the private and public sectors, this book fills a gap in the literature by offering an in-depth look at how this distinctive nature of NPOs shapes the development and implementation of their HR practices. Timely and topical, this book addresses the professionalization of HRM in the nonprofit sector using examples from an exploratory multiple case study of NPOs selected across different fields. Not only does it offer both students and practitioners in the field of HRM and nonprofit management a better understanding of the specific challenges for HRM that stem from the management of several, contradictory bottom lines in NPOs, but it also highlights the opportunities that distinguishing nonprofit features create for the development and implementation of HR practices. By illustrating how NPOs can invest in learning and adapting processes that aid them in the alteration of HRM, this book is an essential resource for those involved in designing, implementing and studying HRM in NPOs.
Steer your organization away from burnout while boosting all-around performance The Happy, Healthy Nonprofit presents realistic strategies for leaders looking to optimize organizational achievement while avoiding the common nonprofit burnout. With a uniquely holistic approach to nonprofit leadership strategy, this book functions as a handbook to help leaders examine their existing organization, identify trouble spots, and resolve issues with attention to all aspects of operations and culture. The expert author team walks you through the process of building a happier, healthier organization from the ground up, with a balanced approach that considers more than just quantitative results. Employee wellbeing takes a front seat next to organizational performance, with clear guidance on establishing optimal systems and processes that bring about better results while allowing a healthier work-life balance. By improving attitudes and personal habits at all levels, you'll implement a positive cultural change with sustainable impact. Nonprofits are driven to do more, more, more, often with fewer and fewer resources; there comes a breaking point where passion dwindles under the weight of pressure, and the mission suffers as a result. This book shows you how to revamp your organization to do more and do it better, by putting cultural considerations at the heart of strategy. Find and relieve cultural and behavioral pain points Achieve better results with attention to well-being Redefine your organizational culture to avoid burnout Establish systems and processes that enable sustainable change At its core, a nonprofit is driven by passion. What begins as a personal investment in the organization's mission can quickly become the driver of stress and overwork that leads to overall lackluster performance. Executing a cultural about-face can be the lifeline your organization needs to thrive. The Happy, Healthy Nonprofit provides a blueprint for sustainable change, with a holistic approach to improving organizational outlook.
Leadership styles and organizational culture are important to the commitment and motivation of staff members of nonprofit organizations. To date, the studies that examine the relationship between these variables can have blurred lines which make it difficult to reach an end result that shows a true correlation between leadership styles and the motivation and commitment of employees. The purpose of this quantitative and descriptive study is to observe the relationships between laissez-faire, transformational and transactional leadership styles (Peng et al., 2019) and the level of motivation and commitment of employees in a nonprofit organization in Los Angeles California (Grant,2012). This study proposes to survey employees of a nonprofit organization using three methods. The employees will use surveys to assess their perception of the style of leader they work for, their own motivation, and finally their commitment level to the organization. The survey responses will be collected using an online anonymous platform and analyzed for descriptive /correlational relationships using SPSS. Findings will help clarify the relationships between employee motivation and commitment within each of the three leadership styles. The implications for encouraging change within Beit T'Shuvah from this project will embrace the idea of attending to the needs of the employees in order to make them feel more motivated and in turn committed to their job. Once this information is shared with the leaders, there will be a greater chance to evaluate their behaviors and make changes where necessary. This might result in less turnover and higher employee satisfaction.