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The article draws on Kahn and Saks to examine the extent to which specific nonprofit antecedents affect engagement and how engagement mediates employee and organizational consequences. Our findings suggest that the consequences of job and organization engagement are the behavioral outcomes—job satisfaction, commitment, and organization citizenship behavior—that nonprofits consider as critical to their organization and the employees emphasize. Perhaps the strongest evidence of the impact of engagement is the finding that nonprofit employees are more likely to experience these consequences and less likely to have intention to quit even if antecedents such as job characteristics and value congruence are less likely. Consistent with the literature, we also found that value congruence is a major antecedent in the relationship between nonprofit employees, their jobs, and the organization. Our research presents one of the first findings that result from empirically validated measures of engagement in nonprofits.

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᭹More than ever, non-profit organizations are embracing strategy in order to navigate the rapid change in their operating environment. This study draws on the Miles and Snow generic strategies (prospector, analyser, defender and reactor) to examine: (a) current and previous strategic choices of non-profit organizations and (b) the role of government funding in the change (if any) from one strategic type to another. ᭹The study finds that while there were movements from and towards the four strategic types, analyser is the most common strategy among non-profit organizations followed by prospector. Non-profit organizations appear to be considering many factors including government funding, internal environment and prior strategy in order to determine their current strategy. However, government funding was not the primary factor in the strategic change in non-profit organizations.

This study analyzes the implications of government-contract