Context and Nonprofit Human Resource Management

Akingbola, Kunle

doi:10.1177/0095399712451887

Cited by 26 publications

(28 citation statements)

References 97 publications

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“…Internally, the context of the organization, its environment, mission, and staff characteristics determine personnel policies and procedures that will be effective in supporting the staff (Akingbola, 2012). Wilensky and Hansen (2001 ), found that nonprofit leadership considered some of the most important aspects of their job was to motivate staff within the context of the mission and to keep the organization on track, especially through organizational change.…”

Section: Nonprofit Organizationsmentioning

confidence: 99%

“…Further support of the idea that nonprofit employees' relationship to their organizations may be different than their counterparts in other sectors is Akingbola's (2012) nested social exchange model designed to explain the exchange or relationship between employees and their organizations. He nests both the economic exchange and social exchange in a third level derived from the social objectives, values and environment of the nonprofit organization (p. 984).…”

Section: Organizational Citizenship Behavior (Ocb) Organizational CImentioning

confidence: 99%

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The Relationship Between Toxic Leadership, Organizational Citizenship, and Turnover Behaviors Among San Diego Nonprofit Paid Staff

Hitchcock¹

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Toxic leadership is associated with a number of negative consequences to the long-term health and welfare of people in organizations. Destructive leader styles redirect employee efforts from mission accomplishment to self-protection and survival behaviors, undermining the organization. Increased demand and decreased funding are characteristic of the nonprofit sector. Therefore, successful nonprofit organizations tend to rely on creativity and irrnovation to ensure their communities are appropriately and sufficiently sustained. Supportive, not toxic, leadership helps foster organizational environments that encourage prudent risk-taking and innovation. This concurrent mixed methods study explored the relationship between toxic leadership and organizational citizenship and turnover behaviors among 471 survey respondents from a sample of San Diego nonprofit paid staff, and considered the influence commitment has on those relationships. An open ended question for those who reported experiencing toxic leadership provided additional context and depth as to why employees stayed in an organization in spite of abusive supervision. The findings of the study are of interest to leaders and managers of nonprofit organizations to develop policies and training processes as they strive to recruit, retain and develop talented employees. Toxic supervision was found to exist in San Diego nonprofit organizations. However, its effect on organizational citizenship (OCB) and turnover behaviors was inconclusive, as was the influencing effect of commitment, in this study. However, both commitment and OCB-like ideas emerged as stated reasons that participants did not leave the organization, as did career, resilience and opportunity concepts. These identified variables suggest complex relationships that act in concert to influence staff retention indicating possible important opportunities for future research.

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Section: Nonprofit Organizationsmentioning

confidence: 99%

Section: Organizational Citizenship Behavior (Ocb) Organizational CImentioning

confidence: 99%

The Relationship Between Toxic Leadership, Organizational Citizenship, and Turnover Behaviors Among San Diego Nonprofit Paid Staff

Hitchcock¹

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“…Law or regulation impose some management practices: hospital administrators have little choice of whether hospital volunteers will be afforded liability coverage. However, where strategic decision‐making is concerned, the universalistic hypothesis contradicts a half‐century of structural contingency theory, which suggests that performance dictates when organizations should adopt the strategies that fit their task environment and structure (Akingbola ; Drazin and Van de Ven ). It also stands in contrast with prevailing conceptions of strategic human resource management theory that observe patterns of adoption related to environmental conditions and internal consistency (Ketchen, Thomas, and Snow ; MacDuffie ).…”

Section: Universalistic Versus Contingent or Configurational Adoptionmentioning

confidence: 99%

In Search of Strategy

Hager

Brudney

2015

Nonprofit Mgmnt & Ldrshp

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The canon of volunteer administration contends that adoption of specified practices separates effective from ineffective programs. Alternatively, structural contingency and strategic human resource management theories suggest that managers make adoption decisions based on how organizational circumstances dictate the applicability or efficacy of particular practices. We test propositions that universalistic adoption of “best practices,” contingent adoption of practices, and configurational adoption of bundles of practices are associated with program outcomes of recruitment ease, retention of volunteers, and the net benefits that volunteers bring to organizational operations. With all sets of tests garnering limited empirical support, we conclude that human resource practice in volunteer administration is loosely coupled with outcomes, but that some organizations do—and many more should—manage according to the singular context of their institutional and external environments.

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“…Many strategies employed by for-profit Human Resources team have been applied to non-profit organizations, showing a clear intention from the management, donors, and stakeholders to create accountability within the organizations (Akingbola, 2006;Taylor & McGraw, 2006;Hunter & Ranwick, 2009;Akingbola, 2013;Ridder, Baluch, & Piening , 2012).…”

mentioning

confidence: 99%

Performance Management Dynamics of Short-Term Employees in A Non-Profit Educational Organization: A Study of Indonesia Teaches Movement

Wijaya

Murphy

2017

ANIMA IPJ

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Departing from their roots in private-sector organizations, studies on performance management have extended to non-profit sector. However, most research comes from Western and/ or developed countries with more emphasis on permanent employees. This study outlined the performance management system in Indonesia Teaches Movement (ITM), a non-profit educational organization in Indonesia. It explored how performance management was implemented to “young teachers”, graduates from highly ranked universities who were recruited to work as teachers in remote and impoverished areas in Indonesia for one year. Data were collected through performance management-related archival data and semi-structured interviews with six “young teachers” and three ITM officers. Thematic analysis indicated that performance management cycle had been adopted by the organization despite a short tenure of the job. Results also revealed the roles of organizational vision and culture in harnessing performance and the strength of outcome mapping as strategic tools closely aligned with performance management. Ultimately, this study confirms that Performance Management is a dynamic and adaptive system that can be applied to non-profit organizations, particularly to non-permanent jobs with unconventional work arrangements.

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Context and Nonprofit Human Resource Management

Cited by 26 publications

References 97 publications

The Relationship Between Toxic Leadership, Organizational Citizenship, and Turnover Behaviors Among San Diego Nonprofit Paid Staff

The Relationship Between Toxic Leadership, Organizational Citizenship, and Turnover Behaviors Among San Diego Nonprofit Paid Staff

In Search of Strategy

Performance Management Dynamics of Short-Term Employees in A Non-Profit Educational Organization: A Study of Indonesia Teaches Movement

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