Doing Better While Doing Good: Motivational Aspects of Pay-for-Performance Effectiveness in Nonprofit Organizations

Theuvsen, Ludwig

doi:10.1023/b:volu.0000033177.16367.e3

Cited by 52 publications

(49 citation statements)

References 49 publications

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“…Theuvsen, 2004), there is some ambiguity about its merit due to its effects on crowding out intrinsic motivations over time (Deckop & Cirka, 2000). FWAs have not had a culture of performance-based payments, although payfor-performance plans have been discussed for a while (EKD, 2002;Knorr & Scheppach, 1998) and have recently been implemented in Protestant FWAs (VdDD, 2013).…”

Section: Recruitmentmentioning

confidence: 99%

Missing in Action: Strategic Human Resource Management in German Nonprofits

2013

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Section: Recruitmentmentioning

confidence: 99%

Missing in Action: Strategic Human Resource Management in German Nonprofits

2013

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“…8 Ali naglašava ograničenje da bi to mogao biti učinak specifičan za industriju jer neprofitne organizacije često djeluju u područjima gdje je ukupno zadovoljstvo poslom veće. 9 Iako postoje distinktivne razlike između sektora, kao dio općeg razvoja prema profesionalizaciji javljaju se i određena razmatranja većeg uvođenja menadžerskih tehnika prikladnijih privatnom sektoru u treći sektor, kao što je model plaćanja prema učinku (Theuvsen, 2004. ).…”

Section: S O C I O L O G I J a I P R O S T O Runclassified

Za nestabilnost spremni? Utjecaj dionika i procesa trećeg sektora na njegove ljudske resurse

2018

SIP

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Izvorni znanstveni radZa nestabilnost spremni? Utjecaj dionika i procesa trećeg sektora na njegove ljudske resurse D a n i j e l B a t u r i n a Pravni fakultet, Katedra za socijalnu politiku, Zagreb, Hrvatska e-mail: danijel.baturina@pravo.hr SAŽETAK Ljudski se resursi gledaju kao važan aspekt razvoja organizacija, no u okviru trećeg sektora u Hrvatskoj oni nisu dovoljno istraženi. Ovaj rad za glavni je cilj imao, temeljem rezultata empirijskog kvalitativnog istraživanja, pokazati kakav je utjecaj dionika i procesa koji sačinjavaju treći sektor u Hrvatskoj na ljudske resurse u njemu. Pri tome se analizirala motivacija za rad u trećem sektoru, značaj ljudskih resursa u njemu, njihova uloga te utjecaj koji rad u sektoru ima na njih. Na razini motivacije za uključivanje u treći sektor rezultati sugeriraju da je ona najčešće altruistične prirode. Ljudski resursi u trećem sektoru imaju veće mogućnosti učenja i jačanja svojih znanja te su projektnim radom razvili fleksibilnost. Neki od negativnih utjecaja rada u sektoru odnose se na konstantnu nesigurnost radnog mjesta te određene uvjete rada. Volontiranje još nije dovoljno vrednovano u društvu. Rezultate smo raspravili u svjetlu tekućih trendova razvoja trećeg sektora u Hrvatskoj te suvremenih promjena na tržištu rada.Ključne riječi: treći sektor, ljudski resursi, utjecaj, volontiranje. Sociologija i prostor, 56 (2018) 211 (2): 137-159

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“…First, from an agency perspective, using low-powered incentives for the managers in NPOs is the board's optimal response since the objectives are di cult to quantify (Hallock 2002, Preyra andPink 2001). Since the goals are vague and ill-defined and the danger of giving dysfunctional incentives is high, the use of pay-for-performance is restricted (Theuvsen 2004, Spear 2004). Additionally, in Coops the heterogeneity across members makes it di cult to agree on performance targets, which results in low-powered incentives for CEOs (Hueth and Marcoul 2009).…”

Section: Introductionmentioning

confidence: 99%

“…Second, from a management perspective, using low-powered incentives is indicated since pay-for-performance based on financial measures does not fit with a non-profit's mission (Frumkin and Keating 2010). Strong extrinsic financial incentives are against the principle of fairness and might crowd out intrinsic motivation of individuals who have (been) selected to work in a non-profit organization (Spear 2004, Theuvsen 2004.…”

Section: Introductionmentioning

confidence: 99%

Optimal Compensation Structure in Consumer Cooperatives Under Mixed Oligopoly

Kopel

Marini

2012

SSRN Journal

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Abstract. The main aim of this paper is to derive properties of an optimal compensation scheme for consumer cooperatives (Coops) in situations of strategic interaction with profitmaximizing firms (PMFs). Our model provides a reason why Coops are less prone than PMFs to pay variable bonuses to their managers. We show that this occurs under price competition when in equilibrium the Coop prefers to pay a straight salary to its manager whereas the profit-maximizing rival adopts a variable, high-powered incentive scheme. The main rationale is that, due to consumers' preferences, a Coop is per se highly expansionary in term of output and, therefore, does not need to provide strong strategic incentives to their managers to expand output aggressively by undercutting its rival.

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Doing Better While Doing Good: Motivational Aspects of Pay-for-Performance Effectiveness in Nonprofit Organizations

Cited by 52 publications

References 49 publications

Missing in Action: Strategic Human Resource Management in German Nonprofits

Missing in Action: Strategic Human Resource Management in German Nonprofits

Za nestabilnost spremni? Utjecaj dionika i procesa trećeg sektora na njegove ljudske resurse

Optimal Compensation Structure in Consumer Cooperatives Under Mixed Oligopoly

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