Board Accountability: Lessons from the Field

Holland, Thomas P.

doi:10.1002/nml.12406

Cited by 42 publications

(41 citation statements)

References 15 publications

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“…Brown (2002) also demonstrates the link between processes and practices underpinning diversity efforts in a survey of sixty-two nonprofit organizations and case studies of two nonprofits with different governance strategies, where "highly inclusive organizations would use systematic recruitment practices" (p. 379). Holland (2002) also demonstrates the link among innovative work processes, the use of formal performance evaluation tools, and increased board accountability in nonprofits. Explicit employment contracts provide certainty, if not job security: shortterm or temporary work arrangements need not be precarious work arrangements.…”

Section: Human Resource Management Practicesmentioning

confidence: 95%

Nonprofit management practices and work processes to promote gender diversity

Mastracci¹,

Herring²

2010

Nonprofit Mgmnt & Ldrshp

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T HE THIRD SECTOR has long played an important role in providing professional (if not always paid) opportunities for women. Settlement houses, philanthropic societies, and activist organizations are often founded and led by women-particularly during the Progressive Era-creating a space for women in the public realm (Skocpol, 1992). Schachter (2002) credits women reformers with expanding the administrative state and notes, "As many traditional institutions were still closed to female participation, women contributed by joining new institutions and movements" (p. 563). Since that time, the nonprofit sector has remained an important space for fostering women's participation in public life. Today nonprofits employ women across the socioeconomic spectrum, while early nonprofits were largely accessible only to educated women of means. Nonprofit organizations continue to provide important professional opportunities for women, who hold nearly 60 percent of their jobs (Smith, Kalleberg, and Marsden, 2003). What is more, women hold jobs that are mission critical and central to nonprofits' purpose, unlike in for-profit firms, where women comprise a smaller proportion of core employment. Gibelman (2000)

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Section: Human Resource Management Practicesmentioning

confidence: 95%

Nonprofit management practices and work processes to promote gender diversity

Mastracci¹,

Herring²

2010

Nonprofit Mgmnt & Ldrshp

View full text Add to dashboard Cite

show abstract

“…Umbrella organizations tend to enforce a set of standards for resource management and board involvement (Holland, 2002), so it may be possible that relationships among the study' s variables were unique to organizations governed by a national organization. To determine if national affiliation moderated observed effects, we split the data set into two independent groups (national affiliation, n ϭ 12; no national affiliation, n ϭ 30) and estimated correlation coefficients among the study' s variables in each group.…”

Section: Hodge Piccolomentioning

confidence: 99%

“…The markets served by for-and nonprofit agencies tend to overlap (Rojas, 2000), and like their for-profit counterparts, limited resources and increased competition in service provision have forced nonprofit organizations to improve efficiency without compromising effectiveness (Callen, Klein, and Tinkelman, 2003;Speckbacher, 2003). Nonprofit agencies now face high expectations for service and accountability and must rely increasingly on active board members to support their mission (Carver, 1997;Holland, 2002).…”

mentioning

confidence: 97%