Human Resource Management Practices and Employee Job Satisfaction in Nonprofit Organizations

Abstract

The purpose of this study is to establish a measurement scale for human resource management (HRM) practices in nonprofit organizations and to analyze their impact on employee job satisfaction. An exploratory factor analysis (EFA) using a principal components was performed. The analyzed sample is composed of 62 organizations with 2,030 employees. The results demonstrate that 8 out of 20 analyzed variables determine the measurement scale of HRM practices in these organizations. These variables are related to psychological demands, active work and development possibilities, social relations and leadership, and the degree of coherence in the organization with its principles. According to the results, these practices have an impact on employee job satisfaction. We believe that these results are relevant due to the lack of similar studies and the relevance of nonprofit organizations as job creators in the European Union.

Lean HRM practices in work integration social enterprises: Moving towards social lean production. Evidence from Italian case studies*

“…The debate on for‐profit HRM practices within NPOs is affected by some limitations. First, studies are limited in number (Bastida et al., 2018; Ridder & McCandless, 2010). Second, many of them have taken into consideration single practices.…”

“…Theoretically, these variant positions assume the same universalistic perspective to the analysis of HRM practices, holding that such practices have the same content and impact on performance beyond the context in which organizations are embedded (Jiang, Lepak, Hu, & Baer, 2012). However, this research has been limited (Bastida, Marimon, & Carreras, 2018;Ridder & McCandless, 2010), focused on single practices (Kellner, Townsend, & Wilkinson, 2017) and on managers and ordinary workers, neglecting vulnerable people (i.e., workers with psychic, cognitive, and/relational disadvantage) who represent a significant proportion of workers in several NPOs (Corbière et al, 2019). Thus, we conduct a new study concerning the implementation of the lean production HRM system within work integration social enterprises (WISEs).…”

“…However, this research has been limited (Bastida, Marimon, & Carreras, 2018; Ridder & McCandless, 2010), focused on single practices (Kellner, Townsend, & Wilkinson, 2017) and on managers and ordinary workers, neglecting vulnerable people (i.e., workers with psychic, cognitive, and/relational disadvantage) who represent a significant proportion of workers in several NPOs (Corbière et al., 2019). Thus, we conduct a new study concerning the implementation of the lean production HRM system within work integration social enterprises (WISEs).…”

La Cooperativa de Iniciativa Social: un modelo de Empresa Social en España

“…Finalmente, debe señalarse que el análisis descriptivo presentado supone únicamente una primera aproximación a la comprensión de las CIS como modelo de empresa social paradigmático en España. Las CIS conforman un laboratorio extraordinario para avanzar nuestro conocimiento en diferentes líneas de investigación claves en el ámbito de la empresa social, tales como las interacciones entre las dimensiones económica, social y de gobernanza participativa (Pestoff y Hulgard, 2016), la generación de distintos tipos de valor social (Etxezarreta et al, 2018), la importancia de los partenariados de organizaciones de economía social con otras empresas privadas y públicas para abordar grandes retos sociales y medioambientales (Defourny y Nyssens, 2017b), los desafíos de estabilidad y gobernanza que envuelven dichos acuerdos (Nicholls y Huybrechts, 2016), las estrategias de crecimiento y expansión las potencialidades y contradicciones que puede implicar el crecimiento organizacional en estas empresas (Bretos et al, 2019), el diseño e implementación de políticas formales de gestión de recursos humanos (Bastida et al, 2018), o las tensiones derivadas de tener que equilibrar, por un lado, requisitos asociados a la competencia en el mercado, y demandas asociadas a la provisión de bienestar social, por el otro (Bretos et al, 2018c). Estas y otras cuestiones resultan claves para avanzar en nuestra comprensión del presente y de la futura evolución de las empresas cooperativas y sociales (Ben-ner, 2018).…”

Employing Quantile Regression for Influences of Human Resource Management on Employee Performance

“…Those elements made them an exclusive resource and call for the efficient supervision. In aadition, Rubel (2018) emphasized a higher commitment of HRM has a close relationship with employee behaviour, and sound HRM practices likely enable employee job satisfaction, which leads to PE (Bastida et al, 2018).…”