Abstract:Human resource management (HRM) has been shown to impact organizational performance, but more research is needed on particular human resource (HR) practices in nonprofits and their effect on performance. In this article, we explore one HRM practice argued to influence performance, employee engagement in decision‐making, examining whether involving staff at different levels of a nonprofit affects nonprofit organizational performance. Drawing on data from a 2011 study of nonprofit hospitals, we find employee eng… Show more
“…Increased perceptions of organization‐related social identity increase employees' affective commitment and consequently their willingness to perform (Marique et al, ; Raineri, ). A recent study by Johansen and Sowa () suggested that employee engagement in decision‐making (an aspect of inclusion; Mor Barak, ) may affect intermediate outcomes, such as satisfaction and commitment, which then in turn influence service and performance outcomes. Thus, it is possible that feelings of inclusion foster employee affective commitment which then increase work group performance. Hypothesis 3: Climate for inclusion will be positively associated with perceptions of work group performance through increased affective commitment .…”
Section: Literature and Conceptual Modelmentioning
Given the projected growth of workforce diversity in the United States and the fact that heterogeneous workforces result in both positive (increased retention and performance) and negative (increased conflict and turnover) organizational outcomes, nonprofit leaders are faced with the challenge of effectively managing their workforces. Findings ways to ensure positive workplace outcomes, such as employee commitment (an emotional attachment to the organization) and performance, is especially critical for the overall functioning of nonprofit organizations. Using longitudinal multilevel path analyses, this study examined whether transformational leadership influenced work group performance through both creating a climate for inclusion and increasing employee affective commitment in a diverse nonprofit health care organization. Results indicate that transformational leaders help increase perceptions of inclusion, which improves employee commitment to the organization, and ultimately enhances perceived work group performance. This suggests inclusion and affective commitment as key factors for how leaders can increase nonprofit performance.
“…Increased perceptions of organization‐related social identity increase employees' affective commitment and consequently their willingness to perform (Marique et al, ; Raineri, ). A recent study by Johansen and Sowa () suggested that employee engagement in decision‐making (an aspect of inclusion; Mor Barak, ) may affect intermediate outcomes, such as satisfaction and commitment, which then in turn influence service and performance outcomes. Thus, it is possible that feelings of inclusion foster employee affective commitment which then increase work group performance. Hypothesis 3: Climate for inclusion will be positively associated with perceptions of work group performance through increased affective commitment .…”
Section: Literature and Conceptual Modelmentioning
Given the projected growth of workforce diversity in the United States and the fact that heterogeneous workforces result in both positive (increased retention and performance) and negative (increased conflict and turnover) organizational outcomes, nonprofit leaders are faced with the challenge of effectively managing their workforces. Findings ways to ensure positive workplace outcomes, such as employee commitment (an emotional attachment to the organization) and performance, is especially critical for the overall functioning of nonprofit organizations. Using longitudinal multilevel path analyses, this study examined whether transformational leadership influenced work group performance through both creating a climate for inclusion and increasing employee affective commitment in a diverse nonprofit health care organization. Results indicate that transformational leaders help increase perceptions of inclusion, which improves employee commitment to the organization, and ultimately enhances perceived work group performance. This suggests inclusion and affective commitment as key factors for how leaders can increase nonprofit performance.
“…Furthermore, it is suggested that organizations should imbed engagement in human resource practices such as recruitment, performance management, socialization, and training and development as proposed in recent studies. The human resource practices directly influence employee engagement (Johansen & Sowa, 2019).…”
Section: Employee Engagement: An Overviewmentioning
Although employee engagement has been investigated by many scholars, there has been minimal research on this subject for millennial workforce. To bridge the research gap, the present study intends to examine employee engagement among millennial workforce of Saudi Arabia. In addition, the mediation effect of employee engagement on the relationship between antecedents; job characteristics, job satisfaction, and consequences; organizational commitment and intentions to quit is explored with social exchange theory (SET) as a theoretical underpinning. It tests the hypothesis by using data from 408 employees working in private sector companies located in Riyadh, Saudi Arabia through a self-administered questionnaire. SPSS Amos 25.0 was used to analyze the data. The results suggest that there exists a satisfactory condition of employee engagement among Saudi youth. Findings propose a significant positive relationship between job characteristics, job satisfaction, and organization commitment. Employee engagement was found to be a significant and partial mediator amid job characteristics, job satisfaction, and organization commitment. However, the results were not significant for the variable turnover intentions. There is a dearth of research on millennial workforce of Saudi Arabia, and this study would be perhaps, the first one to explore employee engagement in this context. It contributes to the current literature and theory development of employee engagement. Since the findings are based on limited millennial employees’ responses, there is no universal claim for generalization.
“…Such leadership only transpires when followers invest their holistic selves into the performances of their role—the generally accepted definition of engagement (Rich et al, ). Engagement can also be considered a useful follower outcome as it is generative of job (Johansen & Sowa, ) and organizational (Rich et al, ) performances.…”
Section: Responding To Secondary Trauma In Nonprofit Human Service Ormentioning
Secondary trauma is concerned with the intrapersonal affective responses an individual can experience during or subsequent to an interaction(s) with another person who recounts his or her personal stories of abuse, trauma, or disempowerment. Secondary trauma can engender a host of detrimental intrapersonal effects on nonprofit staff who express empathy toward clients experiencing primary trauma. I explore the interpersonallevel responses to secondary trauma-affected staff available to the leaders of nonprofit human service organizations. These secondary trauma-sensitive leader behaviors, I theorize, will reduce the prevalence of secondary trauma in nonprofit organizations and generate follower engagement.
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