Implementing an employee performance management system in a nonprofit organization

Becker, Karen L.; Antuar, Nicholas; Everett, Cherie

doi:10.1002/nml.20024

Cited by 53 publications

(54 citation statements)

References 34 publications

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“…It is obvious that training plays an import role in the development of organization , improving performance as well as increasing productivity, and eventually putting companies in the best position to face competition and stay at the top. This means that , there is a significant difference between the organizations that train their employees and those organisations that do not ( Becker et al, 2011) .…”

Section: Relationship Between Training and Performance City Of City Cmentioning

confidence: 99%

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The Relationship between Training and Employee Performance: The Case of Mutare City Council, Zimbabwe

Dabale

Jagero²,

Nyauchi³

2014

ijhrs

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Section: Relationship Between Training and Performance City Of City Cmentioning

confidence: 99%

“…(Becker et al 2011). The employees who are very committed to the job assignments are an essential part of their live.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

The Relationship between Training and Employee Performance: The Case of Mutare City Council, Zimbabwe

Dabale

Jagero²,

Nyauchi³

2014

ijhrs

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“…Identifying the ''resistance'' of the grassroots community as one of the causes of the relatively poor correlations measured between professional organization and effectiveness, different models of development suggest fundamentally different solutions in terms of orientations that should finally be adopted: -Orientation 1, the ''pragmatic professional orientation,'' proposes going one step further toward the professional organization (e.g., Becker et al 2011;Stevens 2001;Anheier 2005;Tucker and Summerfeld 2006;Simon 2009). In this model, grassroots community is a first stage.…”

Section: Different Development Orientations Recommended By the Nonpromentioning

confidence: 99%

Stages and Pathways of Development of Nonprofit Organizations: An Integrative Model

Valéau

2014

Voluntas

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International audienceMost research suggests that nonprofit organizations (NPOs) should professionalize in order to become more efficient. Yet, a growing body of literature emphasizes the importance of preserving some of their original grassroots culture. Based on a qualitative meta-analysis of 19 in-depth cases from the past decade, our integrative model contributes to this debate in three important ways: first, we suggest that most NPO pathways of development are characterized by the acquisition of a dual nature i.e., a community setting a value-based mission (stage 1) and a professional structure involving formal and centralized coordination aimed at effectiveness (stage 2); second, that this dual system often leads NPOs to an existential crisis characterized by contradiction and indetermination (stage 3); and third, that this indetermination constitutes a window of opportunity for deciders to more deliberately arbitrate the orientation adopted by their NPOs (stage 4). We discuss the role of deciders, beyond institutional pressures, to explain why the nonprofit sector is still relatively diverse. We propose voluntarism and institutional entrepreneurship as important mainstays of nonprofitness

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“…Dabale, Jagero and Nyauchi (2014, p. 67) allude that employees that are trained by their organizations are more involved to the assigned tasks. (Becker, Antuar & Everett, 2011). The employees who are very committed to the job assignments are an essential part of their live.…”

Section: Training and Its Effect On Organizational Commitmentmentioning

confidence: 99%

The moderating effect of skills development transfer on organizational commitment – a case-study of Free State TVET colleges

Naong

2016

Problems and Perspectives in Management

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One of the legacies of Apartheid South Africa which has ominous consequences for the economy, is the insidious dire skills shortage for majority of the citizens. Compelling government to embark on an intensive wholesale skills development to ameliorate and stimulate the general economic performance. This paper therefore, explored the relationship between employee organizational commitment and skills development transfer. A longitudinal study, with a pre-and post-quasi experimental research design was adopted in this paper employing Organizational Climate (OC) instrument to collect data from 59 randomly selected TVET college employees. The study revealed significant correlation between organizational commitment and skills development transfer. For example, appreciative of the access to training opportunities, involvement and frequency of training, sense of belonging, an indicative of the affective organizational commitment, with meagre 23% indicating intention to use acquired new skills to look for greener pastures elsewhere. This paper attempts to assist organizations better tailor their training provision to align it with certain desirable behavioral patterns, so as to enhance organizational commitment and reduce the turnover rate of staff.

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Implementing an employee performance management system in a nonprofit organization

Cited by 53 publications

References 34 publications

The Relationship between Training and Employee Performance: The Case of Mutare City Council, Zimbabwe

The Relationship between Training and Employee Performance: The Case of Mutare City Council, Zimbabwe

Stages and Pathways of Development of Nonprofit Organizations: An Integrative Model

The moderating effect of skills development transfer on organizational commitment – a case-study of Free State TVET colleges

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