Abstract:This article addresses an important question: do nonprofit organizations have an advantage over public organizations in fostering individual–organizational value congruence? The authors argue that nonprofit organizations do have an advantage. This is because institutional differences between the two sectors become manifest through nonprofit status and the extent of external control, which influences the organization and the individual. External control and sector status (nonprofit versus public) determine the … Show more
“…One strategy for doing this would be through clarification of the formal mission statement. Organizations might also consider stressing the purpose and values of the organization in job postings and on their central Web site, although, as recent work from Peng, Pandey, and Pandey () and Cheng () suggests, these and similar strategies may be easier for some than others because of institutional constraints.Not only did matched subjects exert more effort, but they also found the task to be more meaningful, which could have implications for job satisfaction, turnover, and well‐being at work.…”
Scholarly literature fi nds positive motivational eff ects of matching workers and missions. However, the psychological mechanisms behind this matching eff ect have not been explored. Th is article develops and tests a moderated mediation model of mission matching in which meaningfulness serves as an intervening mechanism that explains the association between mission matching and eff ort. It also considers how individual diff erences in prosocial motivation infl uence the intervening role of meaningfulness. Using a real-eff ort laboratory experiment with monetary incentives, the article shows that matched subjects exert more eff ort than mismatched subjects, that this eff ect is mediated by increases in meaningfulness, that prosociality moderates the eff ect of a match on meaningfulness, and that the indirect eff ect of a match on eff ort through increases in meaningfulness varies as a function of prosociality. Th ese results contribute to a more nuanced understanding of mission matching and suggest that matching may be particularly important for certain types of workers.
Practitioner Points• Matching workers with missions can enhance productivity and the meaningfulness of work.• Th e results stress the importance of personnel screening and selection for managing mission-driven organizations. • In addition to investing in improving personnel screening and selection, managers may focus on attracting applicants who share the organization's mission by clearly communicating the purpose and values of the organization to applicants.Th e Motivational Eff ects of Mission Matching: A Lab-Experimental Test of a Moderated Mediation Model M any organizations exist to tackle social problems. For these mission-oriented organizations, the social mission is a central feature of organizational life. Th e centrality of mission to life in public and nonprofi t organizations is one of their defi ning features and one of the qualities that sets them apart from traditional business organizations. Mission is also important because it has motivational properties (Rainey and Steinbauer 1999;Weiss 1996;Weiss and Piderit 1999;Wright 2007). It plays a role in two decisions that organizations rely on workers to make: participation and performance. To the extent possible, workers seek opportunities to join organizations that share their mission, and it is thought that support for the mission will translate into happier and more productive workers (Brown and Yoshioka 2003;Cantarelli, Belardinelli, and Bellé 2015;Hassan 2014;Wright 2007; Wright and Pandey 2011).Th e existence of a social mission does not by itself guarantee high motivation levels. Formal models from economics and empirical studies from the person-organization fi t literature show that concordance between individuals and their organization matters (Akerlof and Kranton 2005;Besley and Ghatak 2005;Bright 2008;Dur and Zoutenbier 2014;Kristof 1996;Steijn 2008;Wright and Pandey 2008). Th e positive motivational properties of organizational mission may be tapped only when there is, a...
“…One strategy for doing this would be through clarification of the formal mission statement. Organizations might also consider stressing the purpose and values of the organization in job postings and on their central Web site, although, as recent work from Peng, Pandey, and Pandey () and Cheng () suggests, these and similar strategies may be easier for some than others because of institutional constraints.Not only did matched subjects exert more effort, but they also found the task to be more meaningful, which could have implications for job satisfaction, turnover, and well‐being at work.…”
Scholarly literature fi nds positive motivational eff ects of matching workers and missions. However, the psychological mechanisms behind this matching eff ect have not been explored. Th is article develops and tests a moderated mediation model of mission matching in which meaningfulness serves as an intervening mechanism that explains the association between mission matching and eff ort. It also considers how individual diff erences in prosocial motivation infl uence the intervening role of meaningfulness. Using a real-eff ort laboratory experiment with monetary incentives, the article shows that matched subjects exert more eff ort than mismatched subjects, that this eff ect is mediated by increases in meaningfulness, that prosociality moderates the eff ect of a match on meaningfulness, and that the indirect eff ect of a match on eff ort through increases in meaningfulness varies as a function of prosociality. Th ese results contribute to a more nuanced understanding of mission matching and suggest that matching may be particularly important for certain types of workers.
Practitioner Points• Matching workers with missions can enhance productivity and the meaningfulness of work.• Th e results stress the importance of personnel screening and selection for managing mission-driven organizations. • In addition to investing in improving personnel screening and selection, managers may focus on attracting applicants who share the organization's mission by clearly communicating the purpose and values of the organization to applicants.Th e Motivational Eff ects of Mission Matching: A Lab-Experimental Test of a Moderated Mediation Model M any organizations exist to tackle social problems. For these mission-oriented organizations, the social mission is a central feature of organizational life. Th e centrality of mission to life in public and nonprofi t organizations is one of their defi ning features and one of the qualities that sets them apart from traditional business organizations. Mission is also important because it has motivational properties (Rainey and Steinbauer 1999;Weiss 1996;Weiss and Piderit 1999;Wright 2007). It plays a role in two decisions that organizations rely on workers to make: participation and performance. To the extent possible, workers seek opportunities to join organizations that share their mission, and it is thought that support for the mission will translate into happier and more productive workers (Brown and Yoshioka 2003;Cantarelli, Belardinelli, and Bellé 2015;Hassan 2014;Wright 2007; Wright and Pandey 2011).Th e existence of a social mission does not by itself guarantee high motivation levels. Formal models from economics and empirical studies from the person-organization fi t literature show that concordance between individuals and their organization matters (Akerlof and Kranton 2005;Besley and Ghatak 2005;Bright 2008;Dur and Zoutenbier 2014;Kristof 1996;Steijn 2008;Wright and Pandey 2008). Th e positive motivational properties of organizational mission may be tapped only when there is, a...
“…A contrasting view is that frontline workers move toward clients when confronted with stress during the implementation of e‐government reforms. Arguing against Salamon (), Feiock and Jang (; see also Peng, Pandey, and Pandey ) suggest that stress can be beneficial because frontline workers have high professionalism, know the clients they serve, and enjoy legitimacy within the community. When confronted with challenging work situations, workers can reach out to other actors in the community they know well to try to “fix” the situation.…”
Section: Coping With Public Service Delivery In An E‐government Contextmentioning
Implementing e-government in the contemporary American state is challenging. E-government places high technical demands on agencies and citizens in an environment of budget austerity and political polarization. Governments developing e-government policies often mobilize frontline workers-also termed "street-level bureaucrats"-to help citizens gain access to services. However, we know little about how frontline workers cope in these challenging circumstances. Th is article fi lls this gap by examining frontline workers implementing the Patient Protection and Aff ordable Care Act. Based on a qualitative analysis, the authors fi nd that frontline workers "move toward clients" when coping with stress: they bend the rules, work overtime, and collaborate in order to help clients. Th ey are less inclined to "move away" or "move against" clients, for instance, through rigid rule following and rationing. In other words, frontline workers try to serve clients, even "when the server crashes." Frontline workers, then, can play a vital role in the successful implementation of e-government policies.
Practitioner Points• Frontline workers cope with e-government service delivery in ways that are benefi cial for clients, even in diffi cult circumstances. Hence, they can play a vital role in successfully delivering e-government. • Frontline workers have a wealth of knowledge about implementation challenges, such as technical problems, impossible caseloads, and unclear rules. Th eir knowledge can improve implementation and should be gathered systematically. • Despite extensive coping skills, frontline workers may also experience considerable strain when implementing e-government reforms. Th is can lead to burnout and/or turnover. Th erefore, governments should pay particular attention to the challenges that frontline workers face in their daily work and try to address them.
“…Así, se debe tener claro que la confianza en estas entidades es extremadamente frágil, puesto que es muy difícil conseguirla, pero muy fácil perderla. Consecuentemente, el principal desafío de una ESFL es obtener legitimidad de cara a todos aquellos que de una manera u otra se relacionan con ella, siendo por lo tanto clave la transparencia como elemento fundamental para garantizar dicha legitimidad (Herlin, 2015), así como confianza (Herman y Renz, 1999;Fisher, 2015), credibilidad social (Brown y Moore, 2001;Huang, 2017), honestidad (Rhine, 2015) y legalidad (Elechiguerra, Corral-Lage y Maguregui, 2015;Peng, Pandey y Pandey, 2015) para que éstas puedan desarrollarse y avanzar en el cumplimiento de su misión.…”
Section: La Transparencia En La Emisión De Información Externa En Lasunclassified
Resumen. Actualmente, la sociedad se está concienciando de que cualquier tipo de organización debe informar y comunicar de manera veraz, clara y objetiva. Este proceso está relacionado con su nivel de transparencia. Precisamente, los diferentes grupos de interés o stakeholders de las Entidades Sin Fines de Lucro (ESFL) han incrementado de manera notable su demanda de información con una notificación más amplia de sus actividades. Con la entrada en vigor de la Ley 19/2013, de transparencia, acceso a la información pública y buen gobierno, se normativiza el proceso. Sin embargo, la obligación de publicidad activa que plantea es necesaria pero no suficiente, si tenemos en cuenta también las propias características y vicisitudes del Sector. Así, el objetivo del trabajo es identificar, desde el punto de vista de las propias ESFL, quiénes pueden ser considerados como sus grupos de interés y deben demandar una información transparente. Asimismo, se pretende determinar cuáles son los atributos que la emisión de una información transparente aporta a estas entidades. La metodología empleada ha sido fundamentalmente una exhaustiva revisión bibliográfica, complementada con un estudio empírico a través de un cuestionario en el que se recoge la opinión de 140 ESFL españolas. Los resultados obtenidos, después de analizados, han permitido elaborar unas conclusiones relevantes. Se destaca la necesidad cada vez mayor de impulsar la transparencia como mecanismo de supervivencia y calidad de las ESFL, y de concienciar que comunicar una información transparente no es una carga adicional en la labor que desempeñan, sino una posibilidad para ofrecer un valor añadido a la organización. Palabras clave: Transparencia; ONG; Usuarios; Información; Sociedad. Claves Econlit: A13; L31; M41.[en] Identifying stakeholders of non-profit organizations in the issuance of transparent information Abstract. Currently, society is becoming aware that any organization must inform and communicate accurately, clearly and objectively. This process is related to its level of transparency. Thus, the different stakeholders of non-profit entities have increased significantly their demand for information with a broader notification of their activities. The process is regulated with the entry into force of Law 19/2013, of transparency, access to public information and good governance. However, if we consider _____________ 1 Universidad del País Vasco, España Dirección de correo
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