Managerial Development Programs for Executive Directors and Accountability Practices in Nonprofit Organizations

Lee, Young‐joo; Suh, Jiwon

doi:10.1177/0734371x16674783

Cited by 9 publications

(10 citation statements)

References 66 publications

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“…Elements of NPOs may facilitate their adjustment by offering more opportunities and encouragement. For example, due to lesser availability of resources, many workers perceive NPOs to offer workers more job autonomy and opportunities for skill development (Lee & Suh, ; Suh, ). Newcomers entering their first full‐time position are expected to be more versatile workers, ready to pitch in on a variety of responsibilities to support the nonprofit's cause (Borzaga & Tortia, ; Dempsey & Sanders, ).…”

Section: Literature Reviewmentioning

confidence: 99%

Past work experience and organizational assimilation in nonprofit organizations

Davis

Myers

2019

Nonprofit Mgmnt & Ldrshp

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This study compares seven dimensions of organizational assimilation (OA)—familiarity with coworkers, familiarity with supervisors, recognition, acculturation, involvement, job competency, and role negotiation—into nonprofit, for‐profit, and governmental organizations incorporating the role of similarity of past work experience (magnitude of transition [MoT]). An online survey of 294 employee newcomers (tenures of 3 months or less) revealed differences in OA between those entering nonprofits and those entering for‐profit, and governmental organizations. Compared to newcomers entering for‐profit and governmental organizations, nonprofit newcomers reported higher levels of job competency, involvement, acculturation, and role negotiation. Interactions between organization type and MoT from past work to current roles were examined for effects on OA. When MoT was low, nonprofit newcomers were higher on acculturation and involvement than for‐profit newcomers; governmental newcomers with high MoT were significantly higher on role negotiation than for‐profit newcomers. Theoretical and practical implications for nonprofit organizational management, trainers, and nonprofit newcomers are discussed.

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Section: Literature Reviewmentioning

confidence: 99%

Past work experience and organizational assimilation in nonprofit organizations

Davis

Myers

2019

Nonprofit Mgmnt & Ldrshp

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“…Cultural supports in an organization that are conducive to personal growth may be better for nonprofits than the formal type of career development which often requires financial resources. Research has suggested that providing development opportunities for executives is essential not only to themselves but also to their employer (Lee & Suh, ).…”

Section: Job Satisfaction With Rewards and Education–job Matchmentioning

confidence: 99%

Human capital inflow in nonprofits: Entry‐level employees’ sector shift

Suh

2018

Nonprofit Mgmnt & Ldrshp

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Although recruitment and retention of qualified employees are some of the biggest challenges in the nonprofit sector, nonprofit organizations must maintain human capital inflow due to its significant impacts on organizational success. Through person‐organization value fit, this paper explores the factors that influence labor shifts from the public or for‐profit sector into the nonprofit sector in the South Korean context. Specifically, the effects on the likelihood of employees switching to the nonprofit sector from the perspective of eight job satisfaction measures and three education–job match measures are investigated. Two groups of employees (those whose career started in the for‐profit sector and those starting in the public sector) are compared. Results indicate that there is substantial variation between the two groups. In particular, intrinsic job satisfaction has completely different effects on those working in the for‐profit sector than on those working in the public sector regarding their likelihood of having experienced an intersectoral shift into nonprofits. The more public employees are satisfied with intrinsic job rewards, especially job reputation, the more likely they are to move to nonprofits. These results suggest that when employees in the public sector are satisfied with intrinsic rewards they tend to pursue greater intrinsic satisfaction in the nonprofit sector. This paper also reports that education–job match is only significant for those whose first job was in the for‐profit sector.

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“…With the advent of New Public Management (NPM), public sector organizations are adopting private sector human resource management (HRM) practices (Eckerd & Snider, 2017; Podger, 2017). The introduction of broader and multiskilled jobs requires public service organizations to invest billions of dollars annually on training and development programs for their employees (Lee & Suh, 2018; Yang, Wu, Xu, & Chen, 2012). Increased pressure for service quality, operational efficiency, adoption of advanced technologies, and the push to reduce government expenditures amplified the need to assess the effectiveness of employee training programs (Butler & Lobley, 2016; Volet, 2013).…”

Section: Introductionmentioning

confidence: 99%

Effect of Self-Efficacy and Instrumentality Beliefs on Training Implementation Behaviors: Testing the Moderating Effect of Organizational Climate

Quratulain

Khan

Sabharwal

et al. 2019

Review of Public Personnel Administration

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This study examines the individual and work-related factors that can affect the transfer of training processes. Specifically, our study focuses on organizational, individual, and training-related factors that can affect learning transfer in public service organizations. Based on a survey of public sector employees, our findings indicate that instrumentality/utility and self-efficacy beliefs are significant predictors of training implementation behaviors. Furthermore, organizational flexibility and feedback dimensions of organizational climate interact with trainees’ cognitions (instrumentality and self-efficacy) and positively affect training implementation behaviors. Our findings provide important insights that pave the way to extend our current understanding of training transfer processes in public organizations. This study adds to the literature by unpacking instrumentality—an understudied but key element of Vroom’s valence–instrumentality–expectancy framework—as an important predictor of training implementation behaviors among public sector employees.

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Managerial Development Programs for Executive Directors and Accountability Practices in Nonprofit Organizations

Cited by 9 publications

References 66 publications

Past work experience and organizational assimilation in nonprofit organizations

Past work experience and organizational assimilation in nonprofit organizations

Human capital inflow in nonprofits: Entry‐level employees’ sector shift

Effect of Self-Efficacy and Instrumentality Beliefs on Training Implementation Behaviors: Testing the Moderating Effect of Organizational Climate

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