Specifics of human resources in non-profit organizations in the process of globalization

Kicová, Eva

doi:10.1051/shsconf/20207401011

Cited by 5 publications

(14 citation statements)

References 6 publications

(7 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Analyzing the influence of the STR and HRM dimensions on GOV (Table 1), we find that both dimensions have a strong impact on the GOV performance of the institutions under study, which confirms H1 and H3, echoing the studies by [40,46,51]. It was also possible to ascertain the influence of STR on HRM, which confirms H2a, and that from this combination between STR and HRM, once again, there is an impact on GOV, which confirms H2b.…”

Section: Analysis and Discussion Of Resultssupporting

confidence: 81%

“…Based on the literature review, and supported by the work of [39,40,[45][46][47]51,52], we propose the following hypothesis: Hypothesis 1 (H1). Strategy (STR) has a direct and positive influence on the governance (GOV) of the Holy Houses of Mercy.…”

Section: Governance and Strategic Managementmentioning

confidence: 84%

“…Based on the literature review, and supported by the works of [51,57,59], we propose the following hypothesis:…”

Section: Strategy and Human Resources Managementmentioning

confidence: 99%

“…Garcia [26] Disclosure of externalities The entity can publicize the externalities it generates for the community and captures the perceived value. Kicová [51] Human Resources Management (HRM)…”

Section: Rodrigues Andmentioning

confidence: 99%

See 3 more Smart Citations

Strategy and Human Resources Management in Non-Profit Organizations: Its Interaction with Open Innovation

Oliveira

Sousa

Hounsell

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

View full text Add to dashboard Cite

The socioeconomic changes that many countries have been experiencing in recent decades, caused by structural factors or by specific circumstances, where the pandemic crisis of COVID-19 is only the most recent example, have posed challenges to organizations, which present themselves more and more and in various forms as threatened by the possibility of fulfilling their mission. Public and private sectors increasingly present themselves as insufficient to respond effectively to day-to-day requests. This context of instability and the resulting impacts for non-profit organizations pose serious problems to the way in which governance is exercised and served as a motivation for carrying out a study that aimed to understand the influence of strategy and human resources on the governance of these organizations. A review of the literature on the variables under study made it possible to identify the sub-dimensions associated with each one of them and the respective indicators. Thus, for a quantitative study, it was possible to apply a questionnaire to 242 Holy Houses of Mercy in Portugal to understand the direct and indirect influences of strategic management and human resources management on the governance of these institutions. The results obtained show the existence of a positive relationship between the variables under analysis, confirming that not only do these variables influence, by themselves and directly, the governance of the institutions studied, but also the strategy influences human resources policies, which in turn have implications for the way the Holy Houses of Mercy deal with aspects associated with governance. It is concluded that, in general, for these organizations to be more effective in efforts to improve their governance processes, they must focus on strategic management and human resources management instruments.

show abstract

Section: Analysis and Discussion Of Resultssupporting

confidence: 81%

Section: Governance and Strategic Managementmentioning

confidence: 84%

“…Based on the literature review, and supported by the works of [51,57,59], we propose the following hypothesis:…”

Section: Strategy and Human Resources Managementmentioning

confidence: 99%

Section: Rodrigues Andmentioning

confidence: 99%

See 2 more Smart Citations

Strategy and Human Resources Management in Non-Profit Organizations: Its Interaction with Open Innovation

Oliveira

Sousa

Hounsell

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

View full text Add to dashboard Cite

show abstract

“…The literature review also revealed that innovative fundraising mechanisms can be explored following the turbulent impact of COVID-19 (Yoganathan et al 2021). Combined with financial resources in an effective method, human resources could also prevent excessive reliance on external funding (Kicová 2020).…”

Section: Conceptual Modelmentioning

confidence: 99%

Nonprofit organisational resilience: Proposing a conceptual adaptive capacity framework

2022

View full text Add to dashboard Cite

Orientation: Nonprofit organisations (NPOs) play a key role in resolving the challenges and inequalities prevalent in South Africa; however, turbulent events have led to existential concerns for many NPOs. It is important to understand how NPOs can augment their organisational resilience to mitigate existential concerns.Research purpose: Organisational resilience literature is in the nascent phase, and it is not yet clear how organisational resilience may be achieved. The objective of this article is to peruse relevant literature and propose an adaptive capacities conceptual framework for NPOs to enhance organisational resilience.Motivation for the study: A perusal of relevant literature was undertaken to identify the adaptive capacities of NPOs. One hundred and thirty-seven peer-reviewed articles were identified from electronic databases including EBSCO Host, Google Scholar, JSTOR, and Academic Search Complete. A thematic analysis of the literature reviewed resulted in 15 adaptive capacity themes that underwrite the proposed conceptual framework.Research design, approach and method: A perusal of relevant literature was undertaken to identify the adaptive capacities of NPOs. Common themes occurring from the literature reviewed resulted in three broad adaptive capacity categories that underwrite the proposed conceptual framework.Main findings: Nonprofit organisational resilience may be achieved by developing the interconnected adaptive capacities identified within the broad categories that are as follows: culture, leadership and people; tactical administration; and tactical planning and restructuring.Practical/managerial implications: Barriers to organisational resilience are connected to managers’ beliefs that no benefit is gained from a resilience outlook. The proposed framework could assist to reduce this barrier.Contribution/value-add: The conceptual model proposed provides a holistic view to enhance nonprofit organisational resilience and contribute to the academic literature on organisational resilience theory, which is in the nascent phase.

show abstract

Enhancing nonprofit organizational capacity: A comparative analysis of an executive master's program in nonprofit management in Saudi Arabia

Zidi,

Al-Shallaqi

2023

Int. j. adv. appl. sci.

View full text Add to dashboard Cite

Nonprofit organizations (NPOs), currently numbering 10 million globally, play a pivotal role in addressing societal needs and promoting inclusivity in development and decision-making. This study delves into the realm of capacity building within NPOs through an examination of an executive master's program in nonprofit management at the University of Ha'il, Saudi Arabia. It scrutinizes program components, demographics, and student motivations, contrasting this distinctive Saudi and Arab context with established global experiences. This research underscores the strengths of the nonprofit sector, particularly its contributions to community service and job satisfaction. It suggests the potential expansion of such educational initiatives and advocates for increased female participation. Employing a descriptive research design and qualitative methods, the study offers a comprehensive analysis of program content, faculty, and student experiences. Through targeted interviews and specialized literature reviews, the research critically evaluates the program's design, implementation, and impact, informing future enhancements. Comparative analysis with prior research underscores the significance of the Executive Master's Program in Nonprofit Management in preparing professionals for Saudi Arabia's nonprofit sector. Non-financial motivations emerge as crucial in talent acquisition and retention, with key success factors revealed through program analysis, informing nonprofit management education regionally. The study's findings have profound implications for NPOs, policymakers, and educational institutions in Saudi Arabia. Emphasis is placed on strategies focusing on non-financial incentives and professional development. Moreover, the study serves as a blueprint for designing similar programs in neighboring countries, cultivating a dynamic nonprofit sector and a skilled workforce for positive social transformation. Recommendations include expanding nonprofit management education, promoting women's participation, addressing local challenges, integrating global best practices, and catering to diverse professional needs through scholarships, mentorship, and networking opportunities, fostering inclusivity within the sector.

show abstract

Specifics of human resources in non-profit organizations in the process of globalization

Cited by 5 publications

References 6 publications

Strategy and Human Resources Management in Non-Profit Organizations: Its Interaction with Open Innovation

Strategy and Human Resources Management in Non-Profit Organizations: Its Interaction with Open Innovation

Nonprofit organisational resilience: Proposing a conceptual adaptive capacity framework

Enhancing nonprofit organizational capacity: A comparative analysis of an executive master's program in nonprofit management in Saudi Arabia

Contact Info

Product

Resources

About