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Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices
Abstract
Voluntary turnover in nonprofits can present a significant cost, reducing the performance of a nonprofit and challenging its sustainability over time. This study examines voluntary turnover in a sample of human service (HS) nonprofit organizations in eight states, exploring the relationship between the implementation of high performance work practices (HPWP) and voluntary turnover. The findings demonstrate that certain HPWPs, including onboarding, leadership development, compensation, and employee relations, are associated with lower voluntary turnover. The results suggest that human service nonprofits seeking to improve retention should invest more time and resources in developing employees as future leaders and cultivating a positive working environment.
... Human service organizations typically have tight budgets. Even though employees are critical to their functioning, staffing is typically limited, and organizations are in danger of sharp performance declines if people leave (Seldon & Sowa, 2015). Prior to 2020, it was already known that in rich labor market periods, voluntary turnover in search of better job opportunities could be a threat to human services (Seldon & Sowa, 2019). ...
... Workplace culture has an important relationship to job satisfaction, burnout, and intention to leave the job (Janczewski et al., 2021). Positive onboarding experiences, positive practices around leadership succession, and positive employee relations can all contribute to lower worker turnover (Seldon & Sowa, 2015). Other studies have found that fostering a culture of employee engagement can contribute to lower turnover (Johansen & Sowa, 2019;Lizano, 2021). ...
... Managers had limited financial options for adapting to this series of events. Resources for human service organizations have been shrinking during the past 50 years (Hasenfeld, 2015); meanwhile, funding sources for human services are not nimble and employee salaries make up the bulk of the costs (Seldon & Sowa, 2015). During the Great Resignation with employees carefully reconsidering their employment options and work/life balance (Parker & Horwitz, 2022), nonprofits have struggled to keep up. ...
... How organizations manage preliminary interaction with individual jobs and other members of the organization may influence how long and whether their members stay (Cable & Parsons, 2001;Jones, 1986). Selden and Sowa (2015) found that several high-performance work practices were significantly related to lower voluntary turnover, and one of them, along with succession of leadership, employee relations, and employee compensation, was onboarding. They measured onboarding using three items reworded from existing studies of human resource management with a Cronbach's alpha of .73 ...
... They measured onboarding using three items reworded from existing studies of human resource management with a Cronbach's alpha of .73 (Selden & Sowa, 2015). The three items were "Carefully selected mentors are assigned to new hires," "Significant attention and effort are put toward integrating the new hire and ensuring they have the support they need" and "Regular reviews are scheduled during the first year of a new hire's tenure to check in on their progress." ...
... These items refer to concepts that are similar to some of the four stages of Bauer's 2010 model of onboarding, including compliance, clarification, and connection; however, the second item seems to be dealing with both the culture and connection stages confounding what is measured. Selden and Sowa's (2015) results indicated, using hierarchical multiple regression, that a one unit increase in onboarding led to a 2.4% reduction in voluntary turnover. They also suggested that future research should focus on the high-performance work practices and the specific conditions which influence turnover and other organizational outcomes. ...
This study proposed testing a model linking employees’ onboarding experience within the first three months at an organization with their tenure through the mediators of perceived supervisor (PSS) and organizational support (POS) while considering the moderator of reason for leaving. We hypothesized that data would show positive linkages between onboarding experience and increased PSS and POS leading to increased tenure and that these relationships would change under conditions of the moderator. The data included employees from a national financial institution who had all voluntarily left the organization and who also completed an onboarding survey after their first 90 days on the job as well as an exit survey upon their egress. Results indicated a significant relationship between onboarding and tenure, PSS and tenure, and PSS and POS. The proposed moderated mediation model was not supported, indicating that the effect of onboarding on tenure does not occur as a serial mediation process through PSS and POS, but rather directly, from fostering the variables of onboarding and PSS. Implications and future directions are discussed.
... Without leadership support, more human service professionals may consider leaving the organization or changing professions altogether. When human capital, defined as the professional's knowledge, skills, and abilities (Balfour & Neff, 1993), is the deliverer of service, the voluntary loss of an employee can have damaging effects on the organizational system and its clients (Selden & Sowa, 2015). This turnover in small nonprofits, which possess fewer financial and human capital resources, threatens clients' health and continuity and creates damaging effects system-wide (Selden & Sowa, 2015). ...
... When human capital, defined as the professional's knowledge, skills, and abilities (Balfour & Neff, 1993), is the deliverer of service, the voluntary loss of an employee can have damaging effects on the organizational system and its clients (Selden & Sowa, 2015). This turnover in small nonprofits, which possess fewer financial and human capital resources, threatens clients' health and continuity and creates damaging effects system-wide (Selden & Sowa, 2015). The purpose of this study was to examine burnout and emotional labor among nonprofit human service employees and explore the impact transformational leadership behaviors may have on employee's emotional exhaustion and voluntary turnover. ...
... When human capital, defined as the professional's knowledge, skills, and abilities (Balfour & Neff, 1993), is the deliverer of service, the voluntary loss of an employee can have damaging effects on the organizational system and its clients (Selden & Sowa, 2015). This turnover in small nonprofits, which possess fewer financial and human capital resources, threatens clients' health and continuity and creates damaging effects system-wide (Selden & Sowa, 2015). ...
... Journal of Multidisciplinary Healthcare 2021:14 job positions is consistent among a wide range of organizations. 16,17,[26][27][28] Organizational resources and a positive work environment help reduce turnover intention. 16,17,[26][27][28] These resources included providing promotion opportunities, compensation raises, and supervisor support. ...
... 16,17,[26][27][28] Organizational resources and a positive work environment help reduce turnover intention. 16,17,[26][27][28] These resources included providing promotion opportunities, compensation raises, and supervisor support. 27,[29][30][31][32][33] Organizational resources can also reduce burnout. ...
... 27,[29][30][31][32][33] Organizational resources can also reduce burnout. 16,17,[26][27][28] However, it is unclear whether nurses perceive greater turnover intention from a perceived lack of organizational resources. 19,20,34,35 The psychological anxiety and stressors resulting from a lack of organizational resources worsen during a pandemic, whereby nurse-patient interactions now require stricter PPE and are limited by additional COVID-19 regulations to ensure their safety and patient safety. ...
Introduction
Current research about frontline nurse stress and turnover intention lacks context related to rural communities’ plight in providing organizational resources during the current COVID-19 pandemic. These implications have been particularly underexamined in the United States, whose regional differences may influence how frontline nurses perceive the access and utility of organizational resources. This study investigates if anxiety and stress while working during the current COVID-19 pandemic contribute to frontline nurses’ desire to leave their current position in Alabama hospital settings.
Material and Methods
A cross-sectional survey was developed and distributed as a Qualtrics survey to frontline nurses using social media and professional contacts. A total of 111 frontline nurse respondents within May 19–June 12, 2020 were included in this study.
Results
A significant correlation was found between gender (p= 0.002), marital status (p= 0.000) and seniority (p= 0.049) on turnover intention. A nurse’s perceived anxiety and stress related to their patients’ acuity (r= 0.257, p= 0.004), their personal health as a risk factor (r= 0.507, p= 0.000), their patient assignments (r= 0.239, p= 0.01), their personal protective equipment (r= 0.412, p= 0.000), and their psychological support (r= 0.316, p= 0.001) correspond to higher turnover intention among nurses working with patients infected with COVID-19.
Conclusion
Perceived resource loss in task autonomy, PPE, and psychosocial support increased turnover intention among frontline nurses in Alabama. Research is needed to understand how intrinsic motivations and social support influence individual nurse staff’s perceptions of resource loss and job demands. Further, more research is necessary to examine the implications of rurality and place in discussing turnover intention and organizational resources across multiple health systems.
... As indicated by the current literature, high levels of occupational stress and workforce turnover are prevalent challenges outside of, as well as within, the U.S. child welfare system. In particular, other social service professions characterized by features similar to those of child welfare (e.g., medicine, mental health, domestic violence, substance abuse) are similarly challenged by high levels of occupational stress, burnout and workforce turnover (Geisler et al., 2019;Selden & Sowa, 2015). Subsequently, results from this study have similar implications for understanding and addressing workforce turnover within social service systems beyond child welfare. ...
... For instance, findings from this study and previous research indicate efforts to address turnover within social service systems should focus on workforce perceptions regarding their physical and psychosocial safety, as these can significantly impact employee levels of job satisfaction, organizational commitment, and turnover intentions (Andersen et al., 2019;Geisler et al., 2019). In particular, careful attention should be paid to current leadership practices and the role of supervisors, and the extent to which these reflect an organizational culture that values worker safety and well-being (Andersen et al., 2019;Geisler et al., 2019;Selden & Sowa, 2015). ...
Background & Purpose. Occupational stress and subsequent negative turnover are prevalent and severe issues within health and human service systems in general, and amongst child welfare workforces in particular. In addition to the psychological and physiological consequences for workers, occupational stress and related turnover can greatly impact child welfare organizations, as well as service delivery and family outcomes. Despite various efforts to address retention challenges affecting child welfare workforces, high levels of turnover continue to be a prevalent issue with costly familial and societal implications. The currently inconsistent evidence of turnover-reduction intervention effectiveness reflects a lack of consensus regarding the occupational levels and specific targets that should be involved when addressing workforce stress, organizational commitment, and related turnover. Therefore, the goal of this research project was to understand how multi-level occupational characteristics and experiences of the child welfare profession are associated with workforce recruitment and retention, while accounting for the unique internal and external factors salient to specific service system contexts.
Methods. This research project was designed as a cross-sectional state-level case study of the Ohio child welfare workforce. Ohio is one of nine states with a state-supervised county-administered child welfare system, wherein specific policies and practices may range widely between agencies. A multi-level mixed methods approach was therefore used, as solely quantitative data may have failed to accurately capture work-related psychosocial influences. Specific data collection methods included: (1) assessing the local context through quantitative surveys and qualitative focus groups conducted with Ohio child welfare staff; and (2) analyzing administrative and secondary data regarding salient features of the child welfare occupational context (e.g., agency, county). Participant recruitment involved all employees working within a stratified random sampling of Ohio’s 88 county Child Protections Service Agencies (PCSAs). 245 staff from 20 PCSAs participated in the quantitative online study survey, 26 of whom agreed to participate in a subsequent study focus group.
Results. Multivariate multiple regression, ANCOVA, and mixed-method analyses revealed that in addition to individual-level occupational influences (e.g., role characteristics), work-related environmental characteristics (e.g., agency features, community contexts), as well as professional perceptions and experiences can significantly affect employment responses (e.g., organizational commitment, turnover; p<.01). Study results suggest that effectively improving workforce outcomes within child welfare systems requires addressing multi-level occupational characteristic and process factors, which interact with each other as well as influence organizational commitment and employment decisions.
... Numerous studies have established a positive correlation between NGO professionalism and efficiency. Selden and Sowa [37] posit that professionalizing human resources, coupled with cultivating a skilled, engaged, and paid workforce, not only elevates personnel satisfaction and service orientation but also reduces turnover and aligns with organizational objectives, thereby driving productivity. Similarly, drawing from Kreutzer and Jäger [38], heightened professionalization, characterized by a focus on efficiency, fundraising, formalization, control, and reporting, is expected to enhance revenue generation and cost reduction. ...
... On one hand, Striebing [50] asserts that the principal driving force for voluntary transparency in organizations is professional management, such as the hiring of full-time personnel, which leads to higher overall efficiency [37]. Yet, on the other hand, the pursuit of professionalization may cause the ignorance of volunteers within NGOs [38]. ...
Non-governmental organizations (NGOs) are becoming increasingly significant stakeholders in global governance and business operations. However, measuring their efficiency is a challenging task due to their mission-driven nature. While previous research has proposed financial and non-financial indicators to measure NGO efficiency, none of them has compared the differences between environmental and social NGOs. This study aims to investigate the factors influencing the program efficiency of NGOs in China and compare the differences between environmental and social NGOs. 12 indicators are employed and tested using data collected from the Chinese Research Data Services (CNRDS) platform. The study employs multiple regression analysis to examine the influential factors identified in the dataset. The findings demonstrated different influential factors of program efficiency among environmental and social NGOs. The results of the analysis provide valuable insights for NGO operators, policymakers, and researchers in the field of NGOs.
... NPOs are invariably demanded to attain more with less, which inescapably jeopardizes the well-being of employees and places them under constant pressure (Firestone & Anngela-Cole, 2016). Thereby, employee turnover is a significant issue in NPOs as it constitutes a substantial burden for those who rely heavily on full-time employees to deliver services (Selden & Sowa, 2015). Losing experienced employees may disrupt the stability, sustainability, and quality of social services that organizations provide to society (Kang et al., 2015). ...
... Employee turnover incurs NPOs considerable costs, both in terms of direct costs (e.g., recruitment, training and compensation) and indirect expenses (e.g., loss of organizational memory, social capital and momentum in the organization), which in turn disrupts the organizational performance and productivity (Selden & Sowa, 2015). However, in the human resource literature, turnover intention is unanimously employed as a measure of expected employee turnover (Kundi et al., 2023). ...
There is no doubt that the relationships between work engagement, turnover intention, and psychological capital have been examined in the for-profit sector and Western context. However, there is a dearth of studies that investigate such relationships in the nonprofit sector and the Eastern setting. Drawing on the Job Demand-Resource Theory and the Broaden and Build Theory, this study endeavored to investigate the moderating role of psychological capital in the relationship between work engagement and turnover intention of paid employees in the nonprofit sector. Data were gathered from 423 employees employed by 30 nonprofit organizations in Palestine and were analyzed through structural equation modeling. The findings showed a substantial inverse link between work engagement and turnover intention. The study also discovered that psychological capital strengthened the negative association between work engagement and turnover intention. This study, thereby, plugs such empirical gaps within the nonprofit and positive psychology literature. Future research may incorporate job resources or strategic HRM bundles into the model to investigate how job and contextual resources may shape such relationships.
... Defined as the preparedness to quit work or the present workplace, "turnover intention" [51][52][53] empirically forecasts the actual staff turnover or resignation [53]. Turnover intentions could function as indicators of actual turnovers following past research [13,54]. ...
... Low job motivation, the second factor, denotes extrinsic or intrinsic motivation, which is lacking in the eldercare workforce [15,68]. Job motivation is fundamental to increasing employees' productivity to achieve the organisational goals [13,52]. Employees who experience a high job motivation are likely to feel job satisfaction and perform better in accomplishing the tasks given to them [14,68]. ...
Eldercare workers’ turnover intentions have caused serious concern given their high demand and pivotal role in ensuring elderly individuals’ well-being. This systematic review examined the main factors of eldercare employees’ turnover intentions with the purpose of identifying gaps and structure a novel human resource (HR) approach framework for eldercare social enterprises through a global literature review and realistic conclusions. A total of 29 publications appeared between 2015 and 2021 were digitally extracted from six databases and are extensively discussed in this review. Resultantly, eldercare workers’ turnover intentions were positively impacted by job burnout, low job motivation, and restricted job autonomy. The findings of this study correspond to those of past literature, which highlighted the necessity of thoroughly examining eldercare worker retention practices from an organisational (HR) perspective. Furthermore, the current study outlines the factors influencing eldercare workers’ turnover intentions as well as determine proper HR approaches to mitigate employee turnover issues among eldercare workers for organisational sustainability.
... Little strategic thought or mandate is applied to staff and team professional development, especially as demands for services rise, while threats to philanthropic commitments are ever increasing (Moeller & Valentinov, 2012;Santora et al., 2010;Stewart & Kuenzi, 2018;Vito, 2018). While Kehillah's organizational culture is generally positive in that the staff team and volunteers proudly work together to meet the needs of diverse clients and other stakeholders, there is significant room for greater focus on leadership development and excellence of service provision, which should lead to enhanced employee retention and improved overall performance (Selden & Sowa, 2015). ...
... As Kehillah engages in the change process and shares its learnings along the way with other organizations, it not only enhances its own capacity but enables others in the sector to redefine their culture and leadership. Investing more time and resources in developing employees as leaders and cultivating a positive organizational culture leads to improved retention and, ultimately, improved services and programs (Selden & Sowa, 2015). ...
... Frustrations are ignited leading to employee turnover. According to (Selden and Sowa, 2015), one of the major aspects of the HRM prospects is achieving the satisfaction of the employees, this is crucial in yielding the bond between the employers and the employee. This bonding eventually gives rise to the employment relationship which when further established, is going to avail the company with the approach benefit of employee retention. ...
... The necessity of skilled employees cannot be denied because of the requirement of special, proper and efficient services to the people and the customers visiting. They are well aware of the standards and obligations of the legislations of the national as well as international standards (Selden and Sowa, 2015) Nevertheless, it is one of the HRM practices, that is the training and the development of the employees is going to provide the companies with the loyalty of the employees that helps in the reduction of the employee turnover (Glebbeek and Bax, 2004). Therefore, it is quite evident that employee retention is the extended prospect of the HRM practices that are very crucial in this era of globalization. ...
Employee turnover is stated as a huge issue concerning business organizations in Qatar. The organizations in the food and beverage industry of Qatar try to retain the employees by using suitable and appropriate human resource policies. Consequently, the paper analyzed the influence of human resources management practices on employee's retention in the food and beverage industry of Qatar. In the present study, the researcher used a simple random sampling method to select the employees in the F&B industry in Qatar to minimize the chances of sampling error or fluctuations and biases in the data. According to the sample size calculation, 41 samples were used for data collection. But only 35 respondents were given responses to questionnaire filling. Therefore, 35 samples were only used in this study. Thus, a survey questionnaire was the research instrument. The questionnaire contained 14 close-ended questions, divided, into two sections, demographic and non-demographic. Considering the study objectives, the quantitative, data analysis method was applied in this study. The survey responses were converted into numeric values as those were collected through a replicable scale. Inferential, reliability, correlation and multiple regression analysis were applied to test the hypotheses. The study concluded that HR Recruitment policy, Training, and development program, Performance appraisal system; Reward system are important determinants of employee retention in the food and beverage industry of Qatar. Specifically, the reasons for increasing employee's turnover are lack of growth opportunities, poor communication, improper promotional activities, and misalignment of culture and value system, lack of decision-making ability, employee welfare, work-life imbalance and regular changes in job responsibilities. The study, therefore, recommended the following: greater employee's involvement in the HRM policy formulation and implementation, improved employee's compensation, social recognition, efficient top management support, as well as improved training and development in the food and beverage industry in Qatar.
... When it comes to HRM practices in the nonprofit sector, its development has usually been accompanied by a managerialist shift, demanding NPOs to adopt better managerial practices to ensure effectiveness and efficiency (Chetkovich and Frumkin, 2003;Parry et al., 2005;Ridder and McCandless, 2010). When compared to their commercial counterparts, HRM practices in nonprofits, however, differ fundamentally as they are based on an entirely different personnel structure and a particular dependence of volunteers, given that many NPOs rely heavily on human capital for service delivery (Selden and Sowa, 2015;Walk et al., 2014). Moreover, research has repeatedly provided evidence of the distinctive attributes of human capital in the nonprofit sector, as displayed in strong intrinsically motivated behaviors and non-monetary orientation (Ridder and McCandless, 2010;Theuvsen, 2004). ...
... The nonprofit literature, on the other hand, has highlighted on-going challenges regarding the acquisition and retainment of volunteers and high-performing employees (Aboramadan and Kundi, 2020;Selden and Sowa, 2015). GHRM potentially contributes to strengthening intrinsically motivated behaviors among employees and minimizes voluntary turnover. ...
Purpose
Building on the theories of social exchange and organizational support, this study proposes a research model to investigate the impact of green human resources management (GHRM) on nonprofit employees' green work-related outcomes, namely green voice behavior, green knowledge-sharing behavior and green helping behavior. In the model, perceived green organizational support (PGOS) is theorized and employed as an intervening mechanism between the examined linkages.
Design/methodology/approach
Data were collected in two different waves from 408 employees working in the Palestinian nonprofit sector. Covariance based-structural equation modeling was used to validate the study's research model and to examine the hypotheses.
Findings
The results indicated that GHRM is positively associated with green voice behavior, green knowledge-sharing behavior and green helping behavior. Moreover, the results show that PGOS exhibits a significant mediation effect between the aforesaid links. This study thus provides initial empirical evidence in the field of GHRM, with particular focus on the nonprofit sector.
Research limitations/implications
This research provides a roadmap to nonprofit managers and practitioners on how GHRM can encourage employees to speak up, share information and help others in the environmental and green domain. By supporting nonprofit managers strengthening green employee behavior, it provides an additional source to fostering intrinsically motivated behaviors in the workplace.
Originality/value
In response to urgent environmental threats, this study contributes to green and sustainable management research with a focus on GHRM, thereby providing initial empirical research from a nonprofit perspective.
... On an organizational level, low well-being, engagement, and job satisfaction negatively impact organizational performance (Abzug 2017;Akingbola 2017). Turnover is expensive due to the costs of recruitment and training and can also negatively impact organizational performance (Selden and Sowa 2015). As a workplace becomes more stressful, job performance decreases (Jex, Sliter, and Britton 2014). ...
This research article focuses on how nonprofits can recruit and retain Millennials, the generation born between 1981 and 1996, by examining what they want in a nonprofit workplace. Millennials are the largest generation in the American workforce, so their workplace needs are critical for employers to understand. As this paper will explore, Millennials are advocating for the types of changes that benefit all workers, regardless of generation, such as living wages, comprehensive and affordable health coverage, schedule or location flexibility, and better management practices.
... Delineated roles and responsibilities of BODs and EDs are part of the governance structure that prevent role ambiguity (Herman et al. 1996;Mathews 2019), which can lead to power imbalances (Jäger and Rehli 2012) and conflict among BODs and EDs, negatively impacting working relationships (Duta 2011;Walker and Heard 2019). For example, when BODs are preoccupied with day-to-day management tasks, it can exacerbate low job satisfaction, leading to ED burnout and higher rates of turnover that harm organizational success (e.g., Bobowick et al. 2021;Olinske and Hellman 2016;Selden and Sowa 2015;Tsui et al. 2004). These challenges, among others, are contributing to a continued decline in interest in nonprofit leadership positions, particularly among leaders with diverse identities and backgrounds (e.g., Building Movement Project 2024). ...
A functional positive relationship between the executive director (ED) and the board of directors (BOD) is crucial to nonprofits meeting their missions. The present qualitative study sought to identify factors—including traits, behaviors, processes, and experiences—associated with positive relationships between BODs and EDs in youth-serving nonprofits in Utah. Surveys were utilized to identify pairs (N = 6) of board chairs and EDs who had high relationship satisfaction. Individual semi-structured interviews were employed with each participant. Transcripts were analyzed using two-cycle coding, descriptive and pattern coding in which three themes emerged: (1) Background; (2) Roles; and (3) Leadership. The findings illustrated effectively harness individuals’ professional experiences and skills and can provide essential support and mentoring to the ED. Furthermore, interviews with ED–Board Chair (BC) pairs revealed that holding similar values and motivations for serving and leading in the organization fed into harmonious partnership models and a supportive collaborative environment. A shared leadership approach, guided by set roles and responsibilities and solidified with trust and open communication, resulted in EDs and BCs being satisfied with their counterparts and how their organizations were operating. Findings can guide nonprofits in developing, maintaining, and evaluating relationships and processes related to leadership in nonprofits.
... Effective onboarding programs can positively influence organizational commitment by providing a positive initial experience for new employees. The outcomes from this mechanism can be improvement in new employee experience (Perrot et al., 2014), increased organizational commitment (Bauer et al., 2007;Dutton et al., 1994;Ellis et al., 2015;Hartman and Barber, 2020;Meyer et al., 2002;Taormina, 2009) and increased employee engagement and retention (Cho and Huang, 2012;Kotlyar, 2018;Meyer et al., 2002;Perrot et al., 2014;Selden and Sowa, 2015). ...
Purpose
Before the onset of the COVID-19 pandemic, most employees worked from their employers' offices, and new team members were integrated into their roles through standard onboarding procedures. However, in response to the pandemic, organizations quickly reestablished new remote onboarding strategies. As hybrid employment gains popularity, the onboarding process has been affected by the digital transformation (DT) phenomenon, and organizations must now implement remote strategies to onboard new employees.
Design/methodology/approach
In this context, by considering the major changes that happen in the field, the purpose of this article is to provide a literature review of the onboarding process (OP), using the context-interventions-mechanisms-outcomes framework.
Findings
The review identifies four mechanisms describing the complexity of the OP and the impact of DT: basic onboarding, advanced onboarding, integration of newcomers and remote onboarding.
Originality/value
The findings have implications for both HR professionals concerned with onboarding strategy, and researchers studying the OP.
... In addition, there are several other Turnover Intention impacts for a company, including 1. Costs incurred for attracting new employees 2. Training costs for prospective employees 3. Can result in not maintaining company secrets which might be disclosed by employees who have left (Asmiyati & Kurnia, 2020). Meanwhile, turnover in an organization can cause unstable and unclear organizational conditions including the labor situation, increasing labor costs, including employee training budgets, recruitment and training budgets (Davidson et al., 2006;Harvida & Wijaya, 2020;Selden & Sowa, 2015). ...
This study aims to determine how much influence Leadership Style, Job Stress, and Job Satisfaction have on Employee Turnover Intention (Case Study at PT. Freight Cargo Logistics). This study uses an associative research strategy with a quantitative approach. The population in this study were all employees of PT. Freight cargo logistics and there are totaling 42 employees. The method used for sampling is the non-probability sampling technique with the saturated sample technique and the number of samples used in this study is 42 respondents. The data used in this research is primary data. Data collection techniques using questionnaires and observation methods. The data analysis method used is descriptive analysis and inferential analysis using Partial Least Square (PLS) analysis through SmartPLS 3.3.9 software which includes testing the outer model, inner model, and testing the hypothesis. The results of the study prove that partially the variables of Leadership Style and Job Stress have a positive and significant effect on Turnover Intention, while Job Satisfaction has a negative and significant effect on Turnover Intention.
... From a different perspective, Barthauer et al. discuss the contribution of burnout to the career instability and unsustainability through turnover intentions, which is a great source of loss from the organizational point of view (Barthauer et al., 2020). Selden and Sowa state that even voluntary turnover can result in a significant cost to a non-profit organization while threatening their sustainability (Selden and Sowa, 2015). It is a vital sign showing the impact of turnover on sustainability, even in non-profit organizations, which proves that losses are damaging any organization from the sustainability point of view. ...
The recent years have been unique and challenging due to the global pandemic changing the way of living, the priorities and the approach taken to tackle several issues. 21st century has already been an age in which global health issues regarding the workforce were intensively discussed, among which burnout can be considered as one of the most severe issues. The COVID-19 pandemic obviously exerted a magnifying impact. Sustainability is nowadays considered in all aspects of business and economics; and it is not possible to address sustainability without taking human factor into account. Employee well-being is the core of any relevant step taken in the way of sustainability. On the other hand, projects and project management roughly correspond to the 20 % of global economic activities, rising to 30% in emerging economies. The paper addresses the topics briefly introduced above, discussing burnout in the context of project management through an extensive literature review, with the purpose of introducing a new and focused definition for project burnout by utilizing existing approaches of sustainability, burnout, the job demands resources model and project complexity. A novel, clear definition for project burnout is an important steppingstone for addressing project performance and for eventually contributing to a sustainable project management approach. As such, useful and applicable practical solutions for sustainability in the project driven businesses are then suggested. Several future research directions are also discussed in the study.
... Organizations have a challenge concerning employee turnover. Customer demand, efficiency, future return growth, and productivity, all suffer when there is a substantial level of turnover (Acquah, 2015;Selden & Sowa, 2015). Researchers discovered that employees who have low degrees of commitment to their job, organization, and personality have a favorable relationship with organizational commitment. ...
This study focused on the relation between the big five factors of employees' personality, work-life balance, and turnover intentions amongst employees of private banks in Quetta, Pakistan. The data was collected from the employees of 54 branches of 9 private banks located in Quetta city through structured questionnaires. The hypothesis was well supported by the results, and all hypotheses and sub hypotheses were accepted. According to the findings, work-life balance moderated the relationship between personality factors; work-life balance and these personality factors also have a strong impact on employees' turnover intentions. Extraversion, agreeableness, conscientiousness, and openness are personality traits that might help employees manage their job and non-work activities, and hence these personality traits are positively connected to work-life balance turnover intentions.
... But during the pandemic, the workload and stress have taken a toll on BIPOC leaders (Douglas & Iyer, 2020). Adequate compensation and staff capacity are needed to promote self-care among nonprofit leaders and staff (Johnson, 2021;Selden & Sowa, 2015). ...
Racial diversity in nonprofit leadership presents a variety of benefits crucial for responding to the COVID-19 pandemic. However, leadership remains predominately white. Practitioner-oriented studies decry racial disparities in nonprofit funding, but academic literature offers mixed conclusions on how diversity influences resource acquisition. This article examines associations between racial composition of nonprofit leadership and organizational resilience to the pandemic, based on a survey of New Orleans-based nonprofits in winter 2021. Logistic regressions assess whether leadership diversity increases the likelihood of organizational resilience in both service delivery and financial health, finding that greater board diversity is associated with targeted programming and advocacy to support racially diverse communities, and expanded service delivery. However, greater Black board representation is associated with lack of reserves, threatening financial sustainability. The analysis uncovers disparate effects of racial diversity on resilience for service delivery versus finances, suggesting diverse nonprofits are “doing more with less” in response to the pandemic.
... O desligamento de indivíduos em uma organização pode ser classificado em dois tipos: aqueles voluntários -por iniciativa do empregado -e os involuntários -por iniciativa do empregador (SELDEN et al., 2015). Os desligamentos voluntários estão relacionados à saída dos colaboradores como resultado de seu próprio desejo, em que as oportunidades vinculadas a deixar o atual emprego são maiores do que os benefícios de manter-se nele (PORTER et al., 2015). ...
Atualmente se observa a crescente necessidade das empresas em gerenciar a sua força de trabalho, visando à manutenção de profissionais qualificados e redução dos custos associados a processos demissionais. Somado a isso, constatam-se avanços no campo de investigação de Machine Learning, que possibilita a descrição de cenários futuros a partir de modelos preditivos orientados por dados. Essa combinação de fatores tem possibilitado às empresas o investimento em meios para prever quando seus funcionários estão mais propensos a deixar as organizações, antecipando-se à perda de talentos e reduzindo custos operacionais. Dessa forma, este estudo se propôs a construir um modelo preditivo de desligamento de colaboradores para uma instituição financeira no Brasil, além de compreender os principais fatores vinculados à rotatividade. O estudo foi conduzido testando-se o desempenho dos algoritmos K-Nearest Neighbour, Regressão Múltipla, Naive Bayes e Random Forest em uma base de dados contendo informações dos trabalhadores, coletada ao longo de um ano. Evidenciou-se que o melhor modelo preditivo foi construído a partir da técnica Random Forest, que apresentou acurácia de 78,3% e precisão de 81,5%. Observou-se também que as características pessoais, como idade e número de filhos, e profissionais, como remuneração e avaliação anual de desempenho, foram as variáveis mais relevantes para a classificação de um profissional como propenso ou não a deixar a empresa.
... Even if nonprofits do eventually recover the lost employees, the layoffs will have a long-lasting impact on their core competencies (Lee & Wilkins, 2011). Although many nonprofits are adept at navigating occasional layoffs, due mainly to precarious funding, the scale and speed of the COVID-19-related layoffs will hamper their ability to maintain institutional knowledge and attract and retain employees (Castaneda, Garen & Thornton, 2008;Selden & Sowa, 2015). The new competencies that nonprofits are developing from the experience of COVID-19 could be lost due to the layoffs that result from the pandemic. ...
This article explores the impacts of COVID-19 on nonprofit employees and human resource management (HRM). The pandemic is wreaking havoc on people’s health and well-being and threatening the primary institutions that support the functioning of society. For nonprofits, COVID-19 is a call to action at many levels. As the devasting impacts of the pandemic evolve, nonprofits have continued to provide essential services and help the vulnerable. At the same time, the impacts of COVID-19 portend serious and potentially crippling strains on nonprofits, which are already overstretched. Since the context in which nonprofits operate is critical to their effectiveness and the outcomes of their employment relations, the impacts of COVID-19 could shape nonprofit HRM and employees’ ability to assist people.
... Even if nonprofits do eventually recover the lost employees, the layoffs will have a long-lasting impact on their core competencies (Lee & Wilkins, 2011). Although many nonprofits are adept at navigating occasional layoffs, due mainly to precarious funding, the scale and speed of the COVID-19-related layoffs will hamper their ability to maintain institutional knowledge and attract and retain employees (Castaneda, Garen & Thornton, 2008;Selden & Sowa, 2015). The new competencies that nonprofits are developing from the experience of COVID-19 could be lost due to the layoffs that result from the pandemic. ...
This article explores the impacts of COVID-19 on nonprofit employees and human resource management (HRM). The pandemic is wreaking havoc on people’s health and well-being and threatening the primary institutions that support the functioning of society. For nonprofits, COVID-19 is a call to action at many levels. As the devasting impacts of the pandemic evolve, nonprofits have continued to provide essential services and help the vulnerable. At the same time, the impacts of COVID-19 portend serious and potentially crippling strains on nonprofits, which are already overstretched. Since the context in which nonprofits operate is critical to their effectiveness and the outcomes of their employment relations, the impacts of COVID-19 could shape nonprofit HRM and employees’ ability to assist people.
... Strategic human resource management (SHRM) has researchers assessing the conceivable share of using high-performance work systems (HPWSs) as a method to expand an organizations' competitive advantage [1][2][3][4]. HPWS refers to an interconnected group of HR policies and practices that involves thorough selective staffing, general training and development, incentive rewards, good work-life balance, adequate empowerment, job security and, great career opportunities, which are calculated to improve employees' career competencies and achieve organizational objectives [1,[5][6][7][8][9]. Although, the preceding HPWS study has displayed a relationship between employee well-being and organization performance [1,10,11]. ...
It is essential for organizations to invest and improve employee outcomes to enhance organizational competitiveness and growth in today’s world. However, most organizations place management objectives above the career competencies of employees. Therefore, this study investigated 1. the effect of high-performance work practices on employee career competencies in the banking industry. 2. the mediating effect of employee career competencies on the relationship between high-performance work practices and employee outcomes in the banking sector. The study adopted a quantitative approach with a total of 340 respondents from various banks in Tanzania. The data was analyzed using Covariance Based Structural Equation Modelling (CB-SEM). The results of the finding indicate that high-performance work practices have a significant effect on employee career competencies. Similarly, employee career competencies significantly impact service quality, creative performance, and extra-role performance in banks. Also, employee career competency does not mediate the relationship between high-performance work systems and service quality in the banking industry.
... Our findings indicate that the global discourse on efficiency and productivity (Ivanova & von Scheve, 2020) has proven to be a powerful force driving the highly competitive UK finance industry. As a corollary of this, our data evidence suggests that high performance working regimes have been adopted by many firms operating in the financial sector as an efficient response to rising operational cost and perceived increases in competitive pressures (Russell et al., 2018;Selden & Sowa, 2015). Relentless pursuit of efficiency and productivity gains by managers in the high-pressure environment in which they operate has encouraged the adoption and implementation of impulsive organizing practices that prioritize results and profits over employee wellbeing. ...
Drawing on a cultural perspective from the Global South, Notsie narrative, a West African literary folklore, we explore the high churn rate in the UK financial services industry. Viewing the storied accounts of former financial complaint handlers through a Notsie narrative lens, we examine why they frequently quit their well-paid jobs. Our study elucidates how the relentless pursuit of efficiency culminates in managerial tyranny – a set of impulsive and oppressive organizing practices that combine to precipitate high turnover. The wisdom of our Notsie narrative perspective centres on the importance of relationality –the skilled ways of interrelating that create connections between people, and what it means for the Notsie kingdom being doomed to collapse without its people; a wisdom seemingly overlooked and undervalued in western ways of knowing, located in individualism, rationality, and instrumentalism.
... Even though many scholars argue in favor of studying bundled effect of HPWPs instead of the effect of individual practices (Huselid, 1995;Jiang et al., 2012;Mostafa, 2016), the present study will examine the effect of individual HRM practice on the outcomes, as studied by several scholars (Delery & Doty, 1996;Demirbag, Collings, Tatoglu, Mellahi, & Wood, 2014;Dill, Morgan, & Weiner, 2014;Jyoti et al., 2015;Raziq & Wiesner, 2016;Schott & Pronk, 2014;Selden & Sowa, 2015;Topcic, Baum, & Kabst, 2016). In fact, out of a set of HRM practices, some HRM practices might matter more, some others might matter less in a given circumstance (Combs, Liu, Hall, & Ketchen, 2006). ...
Knowledge sharing behavior (KSB) plays a key role in gaining and sustaining competitive advantage and organizational success. However, scholars have paid less attention to the issue of knowledge sharing in the context of higher education institutions (HEIs). Although considerable evidence exists indicating that HRM practices affect employees’ KSB, there is still a lack of understanding of how and whether these practices promote KSB within organizations. Thus, the present study aimed at filling the gaps by examining the relationship between HRM practices (selective staffing, extensive training, job security, promotion, performance appraisal, autonomous job design, and participation) and KSB in the HEIs of Bangladesh. Based on the self-determination theory, this study also examined public service motivation (PSM) as a mediating mechanism in that relationship. This study employed a cross-sectional research design in which a questionnaire survey was used for collecting data from the full-time faculty members serving in the selected 16 private universities in
Bangladesh. Using a systematic sampling method, a total of 359 useable questionnaires were received with a response rate of 55.23%. The partial least squares-structural equation modeling (PLS-SEM) was used to test the hypothesized relationship. The study revealed that four HRM practices (selective staffing, extensive training, autonomous job design, and participation) have significant positive relationships with KSB, whereas the other three HRM practices (job security, promotion and performance appraisal) are not significantly associated with KSB. Moreover, PSM mediates the relationship between five HRM practices (extensive training, job security, performance appraisal, autonomous job design, and participation) and KSB. However, the mediating effects of PSM between the remaining two HRM practices (selective staffing and promotion) and KSB are found to be insignificant. Based on the empirical findings, practitioners and policy makers should pay more attention to integrating HRM practices and PSM to foster knowledge sharing behavior at HEIs.
... For the EDI NGO, sharing the issues and labour with partners in the sector would come at the risk of an under-resourced organisation taking on the work. Like elsewhere in the nonprofit sector, unstable resources and high staff turnover negatively impact the quality and long-term continuity of service provision (Gronberg, 1991;Selden & Sowa, 2015). ...
What happens when organisations get what they want? How do external shifts which advance organisational goals affect survival? Existing literature on goal advancement tends to conceptualise it as a normatively ‘good’ thing and focuses on how to attain it. What remains undertheorised is how organisations can paradoxically create problems for themselves when they get what they want. This puzzle is particularly important to understand vis-à-vis the third sector and policy change, as states increasingly rely on nongovernmental organisations (NGOs) for social policy provision. Insofar as ‘getting what you want’ via policy change can have unintended consequences for organisational sustainability, it has direct implications for social policy, governance, and the communities these NGOs serve. Despite its growing policy relevance, however, this puzzle remains understudied. This doctoral thesis fills this gap by examining the case of LGBT NGOs in Calgary, Montreal, and Toronto in the context of long-term same-sex marriage legalisation, a policy change widely seen as socially and politically progressive for LGBT equality and one advancing LGBT NGO goals. Drawing upon organisational management, development management, resource dependence, and organisational ecology literatures, this policy-relevant thesis advances scholarly understandings of organisational continuity. Across city cases, I find that structural forces, organisational factors, and policy shift shape resource availability, resource mobilisation, and resource dependencies. But LGBT NGOs are not simply acted upon, instead exercising agency through adaptive behaviour—illustrating this, I introduce a new concept of organisational hibernation, an adaptation to resource scarcity or an evolving policy domain to maintain continuity. But not all adaptations are beneficial: in the post-marriage political economic context, adaptations made for immediate persistence may negatively impact the sustainability of the LGBT NGO sector. Goal advancement via policy change can be costly with broader impacts for continuity of policy provision and LGBT interest representation in policy processes. This thesis contributes to debates in social policy, NGO studies, LGBT politics, and Canadian politics.
... Researchers have found substantial evidence of empirical links between HPWPs and a variety of indicators of organizational performance (Wright and Kehoe, 2008), namely, employee performance (Guthrie, 2001b;Huselid, 1995), corporate citizenship behavior (Garg, 2015a), labor productivity (Garg, 2015b), competitive advantage (Wright and Gardner, 2000), quality improvement (Fan, Cui, Zhang, Zhu, Härtel, and Nyland, 2014), innovative work behaviors (Fu, 2013), financial performance (Guthrie, 2001a), employee involvement (Wright and Kehoe, 2008), climate empowerment (Garg, 2015a), employee motivation (Punia and Gag, 2012;Huselid 1995) and cost reduction (Selden and Sowa, 2015). ...
Decades of empirical research have given rise to an innovative paradigm of performance excellence through the institutionalization of appropriate work performance models. There is a wealth of empirical and theoretical evidence for the positive impact of high performance work systems on employees' productivity and profitability, where high performance work systems are associated with key elements of performance excellence. Sri Lankan companies have begun to participate in high performance work systems as a performance enhancement tool and have launched the institutionalization of innovative work systems at work. Nonetheless, XYZ Cables PLC, one of the leading cable manufacturers in Sri Lanka, is concerned about the most difficult obstacles to reaching its heights and maintaining a competitive edge, resulting in higher production costs and lower employee engagement, leading to lower profitability due to dynamic market conditions and ineffective people management. Therefore, the main objective of this study was to evaluate the impact of the high performance work methodology on the firm performance of XYZ Cables PLC using the AMO model developed by Jiang, Lepak, Han, Hong, Kim, and Winkler (2012) to formalize a high performance work culture that enhances organizational performance through three layers that present employees' abilities, motivation and opportunities. A case study approach was utilized via quantitative and qualitative data analysis tools for a focused vision using a structured questionnaire and focused group discussions.
... Turnover often imposes a large financial cost on these organizations and can limit organizational performance. 3 ...
In 2016, the United Way of Central Indiana (UWCI) was awarded a Social Innovation Fund (SIF) grant to develop and implement the Great Families 2020 (GF2020) service delivery model in Indianapolis. GF2020’s goal was to improve financial stability among families in Indianapolis by using a two-generational (2Gen) approach. The model was implemented across eight subgrantees and their partners located within five geographic areas of Indianapolis. This brief examines how participating subgrantees and partner organizations have benefited from their collaboration in GF2020, with particular emphasis on leveraging and sustaining collaborative efforts for 2Gen programming.
... Thus, the importance of human resources management and why it should be a strategic partner in successful organizations (Ulrich, 2016), and the value of adopting certain practices in improving organizational performance (Russell, Terborg, & Powers, 1985) and (Obeidat, Mitchell, & Bray, 2016). HPWPs represent a sophisticated concept with many mechanisms where most of them are linked to human resources processes such as: selection, training, evaluation, compensation (Boxall & Purcell, 2000) and (Selden & Sowa, 2015). This link between human resources management and high-performance work practices has implicitly treated both topics as substitutes for one another with respect to their relationship with the organization performance (Garg & Lal, 2015). ...
The main objective of this review article is to produce a comprehensible collection of existing resources in the literature to explore the relation between high-performance work practices (HPWPs) and organizational performance in an attempt to evaluate and abridge the ways through which HPWPs can improve organizational performance.
Additionally, the aim is to reveal how high-performance work practices can influence the positive change in organizational performance as many studies results demonstrate that high-performance
work practices can most of the time considerably envisage organizational performance practices are deemed to have a great impact over organizational performance, this paper will not overlook HPWPs possible peripheral setbacks and will try to uncover some of HPWPs undesirable effects.
Duygusal emek kavramı, günlük iş performansının bir parçası olarak duyguların
yönetimi olarak tanımlanmaktadır. Bu alandaki araştırmaların çoğu, müşterilerin rahat, mutlu ya da huzurlu hissetmelerini sağlamak için çalışanların kendi duygularını biçimlendirmesinin gerekli olduğu hizmet sektöründeki işlerle ilgilidir. Ancak profesyonel mesleklerde duygusal emeğin önemine çok az dikkat edilmiştir. Bu noktada bu çalışmanın amacı, mesleki normların duygusal emek davranışları üzerindeki etkisini ortaya koymak ve bu davranışların bireysel sonuçlarını açıklayabilmektir. Bu kapsamda konuya dair zengin bilgiyi sağlayacağı düşünülen ve tarihsel olarak erken kurumsallaşmış; yoğun iletişim ve etkileşime dayalı olarak icra edilen ve dolayısıyla duygusal emek davranışları için zengin tespitler yapmayı mümkün kılacak mesleki bağlama sahip olan öğretmenler, hekimler ve emekli hakimler seçilmiş ve veri seti yarı yapılandırılmış derinlemesine görüşmeler ile oluşturulmuştur. İçerik analizi sonucunda öğretmenlerin duygusal emek davranışını açıklayan olgular olarak duygu yönetimi, meslek etiği ve profesyonellik ile sosyal destek; hekimler için ise duygu yönetimi ile meslek etiği ve profesyonellik; emekli hakimlerin duygusal emek davranışını açıklayan temalar olarak duygu yönetimi, mesleki normlar ve profesyonellik belirlenmiştir. Bu bulgular ışığında her üç meslek grubunda da mesleki normların duygusal emek davranışı üzerinde güçlü bir belirleyici etkisi olduğu sonucuna ulaşılmıştır.
Anahtar kelimeler: Duygusal emek, mesleki normlar, profesyonel meslekler
This study empirically evaluates the relationships between the state and human service nonprofits’ human resources during a crisis. We employ qualitative content analysis to critically assess the experiences of 31 nonprofits that experienced the 2015 to 2017 Illinois Budget Impasse. We evaluated the nonprofits’ strategic human resource management implications through a resource dependency lens at three levels: micro-, meso-, and macro-. Human service nonprofits pull from a toolbox of strategies in surprising ways. Strategy choices were intrinsically linked to the impacts experienced by the individual workers (micro-) and organization (meso-). Micro-level impacts included additional emotional labor and reduced benefits, while meso-level impacts included loss of capacity and short-term planning changes. Finally, the sector-level impacts included a multipronged brain drain of the nonprofit human resource industry. The findings are helpful for nonprofit employees, managers, policy-makers, and anyone concerned about the delivery of social services by nonprofits during crises.
Nonprofit organizations are not only different entities in terms of their mission and values, but they are also arguably different kinds of organizations in every way. .The effectiveness and competitive capabilities of nonprofit organizations depend to a significant extent on the strengths of the interactions with stakeholders especially employees. Since employees and volunteers are the human capital of nonprofit organizations and a core factor in their social capital, the interactions that are required for the mission, the formulation, and implementation strategy are inextricably linked to the degree of employee engagement. Therefore, for nonprofit organizations to be effective, to achieve their community problem-solving outcomes, and adapt to change in the fast-paced competitive environment, employee engagement is a core process in their human resources strategy and employment relations.
Community college human services students comprise a significant number of nascent and future professionals for the social services and social work workforce. An associate degree in human services prepares students either to enter this workplace or to begin a four-year college program. Regrettably, these important future providers are overrepresented among students affected by economic and social inequality. They are often young, first-generation-to-college students, and have limited professional experience. Developing a sense of professional identity can help these students prepare for a career and achieve academic success. While professional identity development among senior level and graduate social work students is well studied, there is a paucity of research with respect to community college students in the human services, leaving a gap in our understanding of best practices for pedagogy that would support their social work aspirations. This study helps to fill this gap by proposing a theoretical framework for professional identity adapted from Barretti’s Professional Socialization Model and based on 40 qualitative reflective journal entries from community college students in field placement.
Purpose: Social work practice and its regulation pose special challenges in rural areas. The present study reports findings from a statewide assessment of the social work labor force in a midwestern state, focusing on workforce issues in rural communities. Methods: Researchers used a mixed-methods approach to collect and analyze qualitative and quantitative data through sequenced study phases, conducting focus groups, key informant interviews, and surveys. Results: The statewide assessment identified challenges in rural communities that inform critical issues in recruiting and retaining social workers and in social work monitoring, including access to supervision, continuing education, licensure portability, and equity and justice. Discussion: Study results suggest strategies for improving the recruitment and retention of rural social workers and areas for future research.
This study aims to identify how the access to training and development opportunities influence rates of work engagement in the U.S. federal workforce. Organizations with high rates of work engagement tend to be happier and more efficient than those with lower rates of work engagement. Studies have evidenced that organizational and managerial characteristics can promote work engagement among employees. Through the lens of high-performance work systems and the job demands-resource theory, access to training and development is used as both a high-performance work practice and a job resource to explore its effect on work engagement. Data were drawn from the 2017 Federal Employee Viewpoint Survey, a nationally representative sample of U.S. federal employees. By employing ordinary least squares analyses, this study shows that there is a positive correlation between having access to training and development opportunities and higher rates of work engagement across the federal workforce.
The topic of nonprofit succession management has gained increasing research attention in recent years. However, the organizational implementation rate of succession management is often low – and even where present, may be mere “lip service.” Previous studies in the field mostly focus on the role of boards or executive directors in succession management. Grounded in shared leadership theory, this study takes a broader perspective, and stresses the shared responsibilities among boards, executive directors/division executives, and human resource (HR) professionals within the succession management process. As such, the study's framework comprises three components: shared leadership, the succession management process, and nonprofit leadership continuity as an outcome variable. The results of a large online survey in Germany (N = 1020) show that only 12.3% of responding nonprofit organizations in Germany practice tripartite shared leadership in succession management. However, applying partial least squares analysis indicates, for example, a positive relationship of shared leadership behavior among boards, executive directors/division executives, and HR professionals with the likelihood of a systematic succession management process, as well as nonprofit leadership continuity. Reflecting on our findings and current threats to nonprofits, such as COVID‐19, we conclude by offering practical implications for nonprofit decision‐makers and for academia. Among other things, we argue that nonprofit practice should push for more (tripartite) shared leadership to improve succession management and leadership continuity.
Fundraisers secure financial resources that organizations need to achieve their missions. Raising money, particularly large gifts, can follow years of relationship building with individual donors. When fundraisers leave these efforts can be set back substantially, making fundraiser turnover particularly worrisome and worthy of exploration. This analysis addressed the issue with US survey data (n = 1663) and examinination of three research questions. What are the job tenure and intent to leave of fundraisers? How is fundraiser job tenure affected by intent to leave? What relationships do job tenure and intent to leave have with fundraisers' individual demographics, position attributes, and organizational characteristics? We found that the study participants had current mean job tenures of 3.6 years (median = 2 years) and mean tenures across their fundraising jobs of 3.9 years (median = 3 years). Twenty percent intended to leave their organization and 7% intended to leave fundraising within the next year. Of the tested variables, salary consistently had the largest effects and was the most significant. Older and more experienced fundraisers had longer tenures. The study provides nuanced information about fundraisers' job‐related behaviors, includes careful attention to theory and related research, and presents specific ideas for organizational interventions for increasing fundraiser tenure.
Lack of funds and difficult to access to formal loans from banks are problems faced by Vietnamese enterprises in general and Hanoi enterprises in particular. There have been many domestic and international studies on accessing to bank credit capital. While the research works focused on the analysis from a corporate perspective, no specific corporate disclosure has been made in Hanoi, in the context of the Covid pandemic. This study aims to identify the important factors affecting access to bank credit capital in Hanoi, through interviews with 200 customers, and to use a quantitative study method (linear regression). The results showed that there were five factors affecting access to bank credit capital in Hanoi: (1) Economic background, (2) Secured Assets (3) Business Plan, (4) Productivity and (5) the relationship between companies with banks.
This article examines whether a nonprofit’s reliance on staff and volunteers is associated with its program needs or its managerial preparedness to manage these human resources, or some combination thereof. Using the Statistics of Income (SOI) data sets provided by the National Center for Charitable Statistics (NCCS), we find that both a nonprofit’s purpose to deliver services and managerial preparedness within a nonprofit to be significantly associated with an increase in number of staff and volunteers; in addition, the association between the surge in program needs and the increase in number of staff and volunteers can be conditioned by the managerial preparedness of an organization. The findings underscore the need for nonprofit organizations and their donors, especially governments and foundations, to make deliberate efforts to ensure organizational readiness and the ability to manage and sustain the supply of human resources.
Adverse childhood experiences and workplace trauma exposure are associated with poor health. However, their differential impacts by gender are difficult to assess in studies of organizations with gender imbalances (e.g., law enforcement officers are more likely men whereas social workers are more likely women). Using a community-based participatory research framework, this study examines trauma exposure, mental and physical health, and substance use in an occupationally diverse sample (n = 391). Trauma exposure was high and associated with poor health. Even though women experienced more adversity, they were often more resilient than men. Implications for trauma-informed workplaces are discussed.
Employee turnover is a growing challenge for health-care providers delivering patient care today. US population demographics are shifting as the population ages, which leaves the field of health care poised to lose key leaders and employees to retirement at a time when patient care has grown more complex. This means health care will lose its core of key employees at a time when skilled leadership and specialized knowledge is most needed and directly impacts health care's ability to deliver quality care. Operational succession planning (OSP) may be one solution to manage this looming challenge in health care, as the process identifies and develops the next generation of leadership. Thus, this exploratory national study used a quantitative and cross-sectional design to examine the relationship between OSP and employee turnover. Demographic and 10-point Likert scale data were collected from n = 66 medical practices, using an online survey instrument. Data were analyzed using various descriptive and inferential statistical methods. Distribution (frequency and chi-square) analyses of the study sample, one-way analysis of variance (ANOVA), and regression analyses were performed across seven demographic characteristics of the medical practices: Specialty, Ownership Structure, Number of full-time equivalent (FTE) Physicians, Number of FTE Clinical Employees, Number of FTE Nonclinical Employees, Number of FTE Employees Left Position, and Region. Study results provided statistically significant evidence to support the relationship between OSP and employee turnover, highlighting that OSP was associated with lower employee turnover. The finding suggests that OSP can serve as an effective mechanism for increasing employee retention.
Employee engagement has an extensive history of application in the broader management and human resource development literature yet its application in sport contexts has been minimal. This study helps to fill that gap through a structural model of employee engagement in a set of North American sport for development (SFD) agencies. The direct outcome of this work includes field sensitive conceptual clarity of the engagement construct for sport management researchers and the utility of employee engagement in the context of the SFD workforce. Results indicate significant relationships between employee engagement and turnover intentions, psychological wellbeing, organizational performance, and innovative work behavior. Furthermore, mission attachment, intrinsic motivation, and identified regulation motivation were significant preconditions of employee engagement. The findings indicate that employee engagement provides a meaningful framework for understanding employee experiences in SFD agencies. Implications from this study include the integration of compassionate leader behaviors, specific communication strategies highlighting mission attachment, and opportunities for recognition that drive value orientation.
This paper investigates the role of peer effects in the employee welfare policies of organizations. Using US panel data for a sample of 11,451 firm-year observations from 1996 to 2017, we find that firms' employee welfare decisions are driven by their peers and show that peer firms play a significant role in defining corporate employee welfare policies. Our findings are robust to various sensitivity checks, including alternative definitions of employee welfare, alternative peer proxies and several identification strategies. Our additional analysis shows that herding behaviour is prevalent in followers, who mimic leaders' behaviour, but we do not find any such relationship for industry leaders. Further, we show evidence suggesting that mimetic and normative isomorphic pressures are driving the peer effects. Finally, we examine the economic consequences of peer mimicking in employee welfare policies and show that it improves focal firms' value and innovation. Our findings on firms' peer effects and herding behaviour have policy implications.
Introduction Governments around the globe now seek to judge the performance of their public services. This has given rise to the introduction of a range of complex and sophisticated regimes to provide information to politicians, managers and the public on organizational success or failures. Examples include an index of measures of performance of Chinese cities (China Daily 2004), the Comprehensive Performance Assessment in English local government (Audit Commission 2002), the Government Performance Results Act 1992 in the US, the Service Improvement Initiative in Canada, the Putting Service First scheme in Australia, Strategic Results Area Networks in New Zealand, Management by Results in Sweden, and Regulation of Performance Management and Policy Evaluation in the Netherlands (Pollitt and Bouckaert 2004). Researchers have increasingly turned their attention to public service performance (e.g., see the Symposium edition of Journal of Public Administration Research and Theory 2005 (Boyne and Walker 2005), on the determinants of performance in public organizations). Despite such progress, a persistent problem for public management researchers and practitioners has been the conceptualisation and measurement of performance. Previous research has shown that organizational performance is multifaceted (Boyne 2003; Carter et al. 1992; Quinn and Rohrbaugh 1983; Venkatraman and Ramanujuam 1986). This is because public organizations are required to address a range of goals, some of which may be in conflict. Consequently, public organizations are obliged to focus attention on multiple dimensions of performance. Boyne's (2002) review of these dimensions isolated five conceptual categories – outputs, efficiency, effectiveness, responsiveness and democratic outcomes.
Using data from the New Jersey Child Support Institute, this article evaluated the professional knowledge of child support workers before and after a training program and examined how changes in knowledge influenced their perceived job performance. The findings found that child support workers only answered 54.5% of the questions correctly on the pre-training assessment. The training program significantly improved workers' knowledge of child support enforcement and that the increase in knowledge was associated with a 0.64 standard deviations of perceived job improvement for worker. The findings highlight the importance of training in a continually changing profession.
Several prominent public management data sets rely on administrators' and sometimes bureaucrats' self-assessments of how their programs or organizations are performing. While subjective assessments of performance, particularly by clientele, are valuable, assessments by administrators raise the issue of bias. Even if there is no systematic bias, such assessments may still be problematic statistically. This analysis uses original survey and archive data to systematically compare administrative self-assessments of performance with other performance indicators. The results show that administrators' perceptions of performance are biased in predictable ways, that these biases do not reflect sophisticated assessments of organizational situations, and that the measures can produce spurious results. We caution against using administrators' perceptions of performance without other corresponding performance indicators.
Purpose
This article aims to examine factors associated with new employee turnover in US state governments, where turnover is often highest in organizations. Building on existing studies of high performance work systems (HPWS) turnover, this article develops a set of hypotheses to explain new hire turnover.
Design/methodology/approach
The proposed model has been analyzed with a sample of 42 of the 50 US state governments.
Findings
Practices associated with HPWS influence turnover of new hires. State governments that operate centralized college recruiting programs, pay higher salaries, offer pay for performance incentives, award group bonuses, invest more in training, and allow job rotation lose significantly fewer new hires.
Research limitations/implications
This study is limited to specific variables collected in an online survey of states' central human resource departments. Future research may want to focus on other levels of government, include additional practices associated with HPWS, and examine measures of government performance.
Practical implications
This study stresses the importance of HPWS and how HRM practices impact new employees' decisions to stay or leave an organization. This information will provide an opportunity for actionable knowledge to be created that may help practitioners design and administer programs to reduce new hire turnover.
Originality/value
This study has extended a well‐developed body of knowledge on HPWS to government. Since most HPWS and turnover studies focus on turnover more broadly and since turnover is often highest among new hires, this research extends the HPWS framework to an important outcome, new hire quit rates.
Using a national population survey, this article examines how high-involvement work processes affect employee well-being. The analysis shows that greater experiences of autonomy and participation in decision-making have positive or neutral effects. Higher involvement is a key factor predicting higher job satisfaction and better work–life balance while it has no relationship to stress or fatigue. In contrast, higher levels of work intensity increase fatigue and stress and undermine work–life balance. If the quality of working life is a key objective in a reform based on greater employee involvement, close attention needs to be paid to the balance between processes that release human potential and those that increase the intensity of work.
In order to improve our understanding of mediating variables inside the
‘black box’ of the firm’s labour management, this paper examines the relationship between
high-performance work system (HPWS) practices and employee attitudes. Using a
randomly selected, national population sample, clear evidence was found for a positive
relationship between HPWS practices and the attitudinal variables of job satisfaction, trust
in management, and organizational commitment, implying that HPWS can provide winwin
outcomes for employees and employers. However, the study also tests – from an
employee perspective – the ‘complementarities thesis’ and finds negative interaction
effects among HPWS practices. This strengthens the argument that there are likely to be
limits to the positive outcomes of HPWSs for employees. Evidence of sequencing in the
employee attitudinal responses to HPWSs was also found, with job satisfaction as the key
mediating variable.
As the retirement wave of Baby Boomers approaches, retaining newly hired, mid-career, and retirement-eligible employees will be nearly as crucial as hiring top-quality new people. Using two large data sets on federal employees, we focus on whether human resource management (HRM) practices can affect turnover intention and whether they matter equally at all stages of the federal career. First, however, we test how well turnover intention predicts behavior using a 1% sample of the Central Personnel Data File (CPDF) and the 2005 Merit Principles Survey (MPS). Although turnover intention and behavior are correlated, they respond differently enough to demographic factors to suggest the need for caution in extrapolating the apparent impact of HRM practices from turnover intention to behavior.
This study explores the prevalence of strategic human resources management (HRM) practices in nonprofit organizations as well as the organizational and contextual determinants. Based on survey data collected from 229 charitable nonprofit organizations, we find that organizations that are larger in size, technologically savvy, and dependent on the work of independent contractors all appear to be more likely to implement strategic HRM practices. Local affiliates of national organizations are more likely to implement strategic HRM practices. In addition, younger organizations, educational organizations, and organizations that do not have dedicated HR staff are also more likely to implement strategic HRM practices. Although dependence on volunteer labor has no significant effect on the outcome, further analysis indicates that volunteer-dependent organizations differ from others in several aspects of strategic HRM.
Within this manuscript I present conceptual and empirical evidence that indicates that within the US small business sector high performance work systems (HPWS) are associated with outcomes that are key to the success of small US firms. I also present empirical evidence that indicates that within this sector of the US economy HPWS do not necessarily produce outcomes that exceed the labor costs associated with the use of these systems.
This study examines relationships among high-performance work systems (HPWS), job control, employee anxiety, role overload, and turnover intentions. Building on theory that challenges the rhetoric versus reality of HPWS, the authors explore a potential “dark side” of HPWS that suggests that HPWS, which are aimed at creating a competitive advantage for organizations, do so at the expense of workers, thus resulting in negative consequences for individual employees. However, the authors argue that these consequences may be tempered when HPWS are also implemented with a sufficient amount of job control, or discretion given to employees in determining how to implement job responsibilities. The authors draw on job demands–control theory and the stress literatures to hypothesize moderated-mediation relationships relating the interaction of HPWS utilization and job control to anxiety and role overload, with subsequent effects on turnover intentions. The authors examine these relationships in a multilevel sample of 1,592 government workers nested in 87 departments from the country of Wales. Results support their hypotheses, which highlight several negative consequences when HPWS are implemented with low levels of job control. They discuss their findings in light of the critique in the literature toward the utilization of HPWS in organizations and offer suggestions for future research directions.
We develop a framework of service-unit behavior that begins with a unit's leader's service-focused behavior and progresses through intermediate links (service climate and customer-focused organizational citizenship behavior) to customer satisfaction and then unit sales. Data from a sample of 56 supermarket departments provide at least moderate support for our mediational hypotheses. We discuss findings with a particular focus on the relationship between internal organization functioning and external effectiveness in service settings. In addition, several issues related to testing for mediation using quantitative analysis are identified and discussed.
There has been growing interest in the degree to which human resource systems contribute to organizational effectiveness, yet limited research attention has been paid to the contextual conditions that moderate the efficacy of these practices. In this study, we examined how industry characteristics affect the relative importance and value of high-performance work systems. Findings indicate that the impact of these human resources systems on productivity is influenced by industry capital intensity, growth, and differentiation.
In 590 for-profit and nonprofit firms from the National Organizations Survey, we found positive associations between human resource management (HRM) practices, such as training and staffing selectivity, and perceptual firm performance measures. Results also suggest methodological issues for consideration in examinations of the relationship between HRM systems and firm performance.
Self-reports figure prominently in organizational and management research, but there are several problems associated with their use. This article identifies six categories of self-reports and discusses such problems as common method variance, the consistency motif, and social desirability. Statistical and post hoc remedies and some procedural methods for dealing with artifactual bias are presented and evaluated. Recommendations for future research are also offered.
This article examines the effects of managerial practice and philosophy variables – high-performance work systems (HPWS) and partnership philosophy – on the relationship between entrepreneurial orientation (EO) and sales growth. The results from a sample of 119 young high-technology firms indicate a non-significant relationship between EO and firm growth. However, firms combining HPWS or partnership philosophy with EO realized significantly higher levels of growth. Specifically, the results suggest that the promise of EO as a means of enhancing the growth trajectories of young firms depends on the extent to which these organizations embrace and establish certain human resource practices and philosophies.
Take a sneak peak inside!Click on the link below to preview chapter one. Order your exam copy today by clicking on the "Request an Exam Copy" link above.Chapter 1With the shift from 'human resources' to 'human capital management' (HCM), public agencies are striving to strategically manage their workforces. Sally Selden's groundbreaking book moves far beyond describing best practices and offers the context in which innovative practices have been implemented. She details how agencies are creating performance-aligned workforces by adopting systems and policies that are driven by their strategic missions.This book covers core topics of personnel courses-including hiring, training, retention, performance, and recognition-but also includes integrated coverage on measuring success through assessment. Further helping readers grasp how HCM works, the book uses original data from the Government Performance Project and incorporates many comparative examples across a wide range of states, plus federal and municipal agencies. Unlike anything else available, Human Capital fills a critical gap for both students and public personnel professionals. © 2009 by CQ Press, a division of SAGE. CQ Press is a registered trademark of Congressional Quarterly Inc. All rights reserved.
This paper presents and analyzes the relationships between organizational properties (centralization of authority, formalization, workers' autonomy, coordination, control, empowerment, and training) and organizational effectiveness in three types of nonprofit human service organizations: community centers, home care organizations, and residential boarding schools. The findings indicate that the distinctive properties of each type of organization, in addition to presenting a comparative analysis of the factors that contribute toward attainment of organizational effectiveness. It discusses the theoretical and practical implications of the findings for management of nonprofit organizations. This paper describes and analyzes the relationships between organizational properties and organizational effectiveness in three types of nonprofit organizations that provide personal, social, and community services. Home care organizations, residential boarding schools, and community centers.
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
In the era of the knowledge-based economy, knowledge management has increasingly captured the interest and attention of researchers and practitioners. In addition, knowledge sharing behavior has been recognized as an important element of knowledge management. However, few studies have explored knowledge sharing behavior in the public sector. Using the Federal Employee Viewpoint Survey data, this study investigates the relationship between human resource (HR) practices and knowledge sharing behavior in the public sector, including the moderating role of trust in supervisor. The authors find that HR practices and trust in supervisor play pivotal roles in promoting knowledge sharing behavior. In addition, results show that trust in supervisor moderates the relationships between HR practices and knowledge sharing behavior. The implications of these findings are thoroughly discussed in this study.
Study results indicate a positive association between use of high-involvement work practices and employee retention and firm productivity. A disordinal interaction was indicated: employee turnover was associated with decreased productivity when use of high-involvement work practices was high and with increased productivity when use of these practices was low.
In any design science such as public management, the importance of measurement is central to both scholarship and practice. Research built on measures that are not valid or reliable can generate misleading results and produces little value in the world of practice. This article applies measurement theory to administrators' self-perceptions of organizational performance, measures commonly used in the literature. Such measures can be prone to common source bias whereby spurious results are highly likely. This article uses measurement theory to show why common source bias can be a problem and then introduces an empirical test for bias based on a data set that includes both perceptual measures of performance and archival measures. The empirical test shows that spurious results are not only common but that they might include as many as 50% of all statistical tests. The article further examines the specific types of questions and measures most likely to generate measurement bias and provides guidelines for scholars conducting research on public organization performance.
Both scholars and practitioners have paid much attention to the impact of retaining top-performing knowledge workers on organizational effectiveness.
This study hypothesizes and analyzes how a bundle of high-commitment human resource practices (HCHRPs) influence affective organizational commitment, a strong predictor of employee turnover, of top performers versus ordinary employees.
This study suggests that HCHRPs may enable organizations to retain not only ordinary employees but also top performers through their positive impact on employees’ organizational commitment.
Using a sample of middle level managerial and R&D workers in 11 subsidiaries of a multinational conglomerate located in East Asia, this study showed that a bundle of high commitment human resource practices was positively related to the affective organizational commitment of top performers more than that of lower performers.
This article reports the results of a comprehensive meta-analysis of turnover antecedents, extending an earlier one by Hom and Griffeth (1995). As such, this updated meta-analysis represents the most wide-ranging quantitative review to date of the predictive strength of numerous turnover antecedents. Importantly, the present investigation identifies various moderators of antecedent-turnover correlations. The implications of these findings for both theory and practice are discussed.
Workforce learning has become a fundamental need for organizations that face a quick-changing world growing more complicated by the day. In this study, we focused on an examination into the factors that affect the design of employee training in nonprofits, including a discussion into the training practices of nonprofits as a result of those factors. Smaller nonprofits in Taiwan were studied; larger nonprofits, such as the Red Cross and World Vision, were not included in the present study. Through interviews with and surveys of 20 participating nonprofits in Taiwan, we found that the widely used linear training design framework, including assessment, design, development, implementation, and evaluation, might not be appropriate for many nonprofits due to organizational factors such as human resources, financial environments, and managerial systems. Due to the influence of these factors, the practice of training in nonprofits has moved beyond structured design, and diverse on-the-job approaches are now being applied.
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Complementing previous research that showed a positive effect of general human resource management (HRM) systems on general firm performance, this article undertakes an integrative approach to compare the main effects and examine the interaction effects of two particular HRM systems on influencing firm innovation and performance. Using data from 179 organizations in China, we found that both the commitment-oriented system, which emphasized internal cohesiveness, and the collaboration-oriented system, which was intended to build external connections, contributed to firm innovation and, subsequently, bottom-line performance. We also found an attenuated interaction between the two HRM systems in predicting firm innovation. We employed a mediated-moderation path model to extricate the relationships. Results suggested that organizations that implemented both HRM systems to promote innovation might face ambidexterity challenges. Ideas for future research and practical implications are discussed.
To demonstrate their effectiveness, nonprofit organizations, like public and private sector organizations, are facing increasing pressure to demonstrate how well they perform and their plans for future improvement. An essential part of this process of measuring and fostering effectiveness is managing the performance of organizational members; typically this is accomplished with performance management processes, as the ability of nonprofit organizations to meet their goals is directly dependent upon the ability of the staff to perform effectively in the management and delivery of services. Performance management systems have been studied extensively in the public and for-profit sectors but have not been adequately explored in the nonprofit sector to surface possible sector-specific challenges. This study addresses this gap in the nonprofit knowledge base by comparing the utilization of different components of a performance management system from the perspective of management and frontline staff. It identifies gaps in the perceptions of management and staff concerning performance management and identifies five different models of performance management systems, concluding with lessons for practice.
High Performance Work Systems are designed to enhance organizational performance by improving employee capability, commitment, and productivity. Yet there is very little consensus about the structure of these systems and the practices therein. The lack of structure may be inhibiting the growth of knowledge in this field and the degree to which organizations adopt these systems. To address these concerns we develop a comprehensive High Performance Work Practices (HPWPs) taxonomy. We analyzed 193 peer-reviewed articles published over the past 20 years (1992-2011). We classified 61 specific practices into nine categories. We analyze the usefulness of this taxonomy using frequency, time, and countries. Directions for future research are provided.
Nonprofit organizations (NPOs) are facing increasing demands to become more efficient and effective, especially given increasing financial cutbacks, the rising demand for services and the push toward performance-related management. Human resource management (HRM) is claimed to play an important role in coping with these challenges. Yet, within the field of nonprofit management, little is known about the configuration of HR architectures in NPOs, let alone their impact on performance. To bridge this gap, we conduct an exploratory multiple case study in ten health and social services NPOs. The case study data indicates a shift toward a dominant strategic orientation in the configuration of HRM. Our article makes a central contribution by uncovering a third way in which NPOs seek a specific configuration of HRM to confront the challenges they face in their internal and external environments.
The type of information shared within organizations is a key aspect of strategic human resources management. In this exploratory study, we expand our understanding of high-performance work systems (HPWSs) by examining the information sharing practices of firms operating in different countries to assess the extent that high-involvement-oriented information sharing in organizations is influenced by home-country economic structures and national cultural factors. We assess firm-level data from a 12-country sample to evaluate the use of formal information sharing practices for non-managerial employees. The results of our analysis support the contention that information sharing practices varies by country, and that cultural similarities based on geographical region exist within the three information content areas of business strategy, financial performance, and organization of work. Specifically, we found significant variance in information sharing practices of firms based in different countries but homogeneity of practices among geographical neighbors. There is a modest positive relationship between sharing business strategy information and perceived firm performance that is significantly stronger in North America compared to other regions. These results have important implications for the ongoing theoretical development of mechanisms underlying the use of HPWS practices in an international context.
This paper examines the impact of high-performance work system (HPWS) techniques on workers' job attitudes and work behaviors in a Chinese context. The paper further tests the model using pooled samples from state-owned enterprises (SOEs) and private enterprises (PEs). Although Chinese companies face considerable challenges gaining a competitive edge other than low labor cost, state enterprises are in especially dire straits. Examination of the dynamics of how HPWS can help these Chinese firms become more competitive is a rather timely and important inquiry. We collected data from over 630 employees in four organizations representing two different industries in China. In general, the results indicated that the HPWSs enhanced their organizational commitment, and reduced work withdrawal behaviors and turnover intentions. Most interestingly, we find that the pooled sample from SOEs and PEs demonstrated different paths for these relationships, which points to very important theoretical and practical implications.
High-involvement work processes are at the heart of the current interest in high-performance work systems. A study of 775 New Zealand employees shows that greater experience of high-involvement processes is associated with higher job satisfaction. To a lesser extent, there are also better outcomes in terms of job-induced stress, fatigue and work—life imbalance. However, in situations where pressures to work longer hours are higher, where employees feel overloaded and where managers place stronger demands on personal time, employees are likely to experience greater dissatisfaction with their jobs, higher stress and fatigue, and greater work—life imbalance. Increasing the availability of work—life balance policies for employees was not found to ameliorate these relationships. The study implies that organizations that can foster smarter working without undue pressures to work harder are likely to enhance employee well-being.
Human resource management (HRM) plays an important role in providing better management for nonprofit organizations (NPOs). Yet little is known about what influences their human resource practices. After discussing how the strategic and human-resource-based theoretical approaches are appropriate for analyzing HRM in NPOs, the authors explore the current nonprofit literature to identify the specific characteristics of strategic orientations and human resources in NPOs. As a result, the authors propose an analytical framework that is differentiated into four HRM types. This framework enables a better understanding of the relationship between the specific characteristics of NPOs and the architecture of HRM.
Federal agencies vary widely in the extent to which employees quit. This study seeks to understand that variation by examining the relationship between agency quit rates and a number of variables identified in the literature as significant determinants of employee turnover. Several of the variables tested, including the employment of young workers, clerical employment, agency size, union strength, and temporary employment are significantly associated with federal agency quit rates. The proportion of an agency's work force comprised of young employees, for example, demonstrates a strong positive relationship with the frequency of quits, as expected. Other variables, including professional and administrative employment and, more notably, the employment of women and minorities, appear to have no impact on variation in agency quit rates.
High performance work systems (HPWS) represent a systematic and integrated approach of managing human resources toward the alignment of HR functions and the achievement of firm strategy. The relationship of HPWS with firm performance has been extensively examined, though the mechanism underlying HPWS—performance relationship is not well researched, especially at the organizational level. Based on the dynamic capabilities perspective, this study examines a model with adaptive capability as the mediator in the relationship between HPWS and firm performance, aiming to understand how HPWS is positively associated with organizational outcomes. Institutional environment as a contextual factor that influences the relationship between adaptive capability and performance is also examined. Empirical results from a sample of Chinese firms indicated that HPWS—firm performance linkage was partially mediated by adaptive capability. In addition, the effect of HPWS on adaptive capability was stronger for firms in an institutional environment with location advantage than firms in other environments.
This study investigates organizational and environmental determinants of functional and dysfunctional turnover. Functional turnover is negatively associated with levels of pay and unemployment and positively associated with the availability of individual incentive programs. Dysfunctional turnover is positively associated with the presence of group incentive programs and negatively associated with the presence of unions. The implications of these findings are explored.
This study examines the role of procedural justice and power distance in the relationship between high-performance work systems (HPWSs) and employee attitudes (affective commitment and job satisfaction). The study tests the mediating role of procedural justice on the relationships between HPWS and employee attitudes and the moderating role of power distance in this relationship. The results, based on a sample of 1,383 employees across 23 firms from three countries, indicate that HPWS is strongly related to employee attitudes. The results also indicate that procedural justice mediates the influence of HPWS on employee attitudes.
This study provides a theoretical framework illustrating how the internal social structure of the organization can mediate the relationship between high-performance work systems (HPWS) and organizational performance. HPWS positively influence the internal social structure by facilitating bridging network ties, generalized norms of reciprocity, shared mental models, role making, and organizational citizenship behavior. Although HPWS are conceptualized as a system of human resource (HR) practices, each category ofHRpractices has a differential relationship with the mediating variables. HPWS lead to (a) financial performance via administrative efficiency and (b) sustainable performance via flexibility arising from the coordination and exploitation of knowledge resources.
The purpose of this study was to explore alternative relationships between performance appraisal satisfaction and employee outcomes in the form of self-reported work performance, affective organizational commitment and turnover intention. A cross-sectional survey of 593 employees from 64 Norwegian savings banks showed that performance appraisal satisfaction was directly related to affective commitment and turnover intention. The relationship between performance appraisal satisfaction and work performance, however, was both mediated and moderated by employees' intrinsic work motivation. The form of the moderation revealed a negative relationship for employees with low intrinsic motivation and a positive relationship for those with high intrinsic motivation. Implications for practice and directions for future research are discussed.
This study examined the relationship between integrated manufacturing, defined as the use of advanced manufacturing technology (AMT), just-in-time inventory control (JIT), and total quality management (TQ), and human resource management from a human capital perspective. Data from managers and nonmanagers showed several direct and interactive effects. AMT was positively related to selective staffing, comprehensive training, developmental appraisal, and externally equitable rewards for operations employees and to selective staffing for quality employees. TQ was positively related to these same human resource practices in quality and was also related to the comprehensiveness of training for operations employees. JIT was negatively related to selective staffing in operations and to performance appraisal in quality and positively related to staffing in quality. The two- and three-way interactions had negative effects.