Employee Motivation in Non-Profit: Evidence from a Community Based Voluntary Organization

Mohiuddin, Md.; Dulay, Gurjit

doi:10.5539/ijbm.v10n11p74

Cited by 4 publications

(5 citation statements)

References 12 publications

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“…All cohorts within this study agreed that pay was an important factor. Each group’s comments supported Herzberg’s theory with pay being a hygiene factor rather than a motivator (Herzberg, 1968) and mirrored previous study results (Curtis and Glacken, 2014; Mohiuddin and Dulay, 2015; Pietersen, 2005). The rationale explaining why pay was important differed between the cohorts.…”

Section: Discussionsupporting

confidence: 80%

“…Extrinsic hygiene factors are administration, working conditions, pay and status. Intrinsic motivating factors are advancement and growth opportunities, recognition, the level of responsibility and the work itself (Mohiuddin and Dulay, 2015). Some scholars criticized the theory; however: […] since intrinsic and extrinsic factors are separate continuum according to Herzberg’s Dual Theory of Job Satisfaction, it is global job satisfaction that determines whether or not workers will remain in their jobs (Kacel et al , 2005, p. 31).…”

Section: Introductionmentioning

confidence: 99%

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Exploring generational cohort work satisfaction in hospital nurses

Gordon

2017

LHS

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Purpose Although extensive research exists regarding job satisfaction, many previous studies used a more restrictive, quantitative methodology. The purpose of this qualitative study is to capture the perceptions of hospital nurses within generational cohorts regarding their work satisfaction. Design/methodology/approach A preliminary qualitative, phenomenological study design explored hospital nurses' work satisfaction within generational cohorts - Baby Boomers (1946-1964), Generation X (1965-1980) and Millennials (1981-2000). A South Florida hospital provided the venue for the research. In all, 15 full-time staff nurses, segmented into generational cohorts, participated in personal interviews to determine themes related to seven established factors of work satisfaction: pay, autonomy, task requirements, administration, doctor-nurse relationship, interaction and professional status. Findings An analysis of the transcribed interviews confirmed the importance of the seven factors of job satisfaction. Similarities and differences between the generational cohorts related to a combination of stages of life and generational attributes. Practical implications The results of any qualitative research relate only to the specific venue studied and are not generalizable. However, the information gleaned from this study is transferable and other organizations are encouraged to conduct their own research and compare the results. Originality/value This study is unique, as the seven factors from an extensively used and highly respected quantitative research instrument were applied as the basis for this qualitative inquiry into generational cohort job satisfaction in a hospital setting.

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Section: Discussionsupporting

confidence: 80%

Section: Introductionmentioning

confidence: 99%

Exploring generational cohort work satisfaction in hospital nurses

Gordon

2017

LHS

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“…Opportunities to learn new skills and gain experience; clear tasks and procedures; and recognition was the most factors that contributed to satisfaction and dissatisfaction. 25,27,28 Several limitations of this study have been identified: (1) The study was conducted from only six puskesmas and one district, raising the generalizability of the results. To minimize this concern, 200 respondents were selected from a list of names of cadre and simple randomized selected based on the inclusion and exclusion criteria.…”

Section: Millions Of Community Health Workers/cadresmentioning

confidence: 99%

Validation of the Cadre’s Satisfaction of the <i>Posyandu Lansia</i> Questionnaire

Aufa¹,

Gondodiputro²,

Martini³

2022

Glob Med Health Commun

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Integrated health post for elderly/posyandu lansia is one of the community empowerment actions in improving the quality of life of the elderly. The role of cadres in managing the posyandu lansia is significant and is influenced by motivational factors that will cause satisfaction or dissatisfaction at work. A qualitative study in Bandung succeeded in exploring the components of satisfaction based on Herzberg's theory. Until now, no questionnaires have been developed to measure the satisfaction of posyandu lansia cadres. This study aims to set up and validate the satisfaction questionnaire for posyandu lansia cadres. A cross-sectional study was conducted on 200 cadres taken by multistage sampling in Bandung, West Java, Indonesia, from October to November 2020. Fifty-four items consisting of 19 motivator factor items and 35 hygiene factor items were tested for validity using the Pearson product-moment correlation coefficient, exploratory factor analysis, and communalities test. In addition, a reliability test was carried out using Cronbach's alpha. The results showed that 16 of 54 items did not meet the requirements, consisting of 5 items from motivator factors and 11 from hygiene factors. The dimensions of the motivator factors changed from 6 dimensions to 4 dimensions, and the dimensions of hygiene factors changed from 8 dimensions to 9 dimensions. It concluded that a new questionnaire on the satisfaction of posyandu lansia cadres has been compiled and can be used to measure the level of satisfaction of cadres. However, further studies need to be carried out involving various regions in Indonesia.

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“…There are also variations between employees' motivations, as non-profit employees are often motivated more intrinsically, for example by their contribution to social change, than for-profit employees (Devaro & Brookshire, 2007) and, therefore, need to be rewarded more intangibly through for example recognition, flexibility schemes etc. (Mohiuddin & Dulay, 2015).…”

Section: Differences Between Volunteers and Employeesmentioning

confidence: 99%

“…Considering the limited financial resources available and non-profit employees' high intrinsic motivation (Devaro & Brookshire, 2007), organisations should put more effort into rewarding employees intangibly (Mohiuddin & Dulay, 2015) (section 2.3.2).…”

Section: Performance Management Of Employees and Volunteersmentioning

confidence: 99%

Exploring Performance Management of Volunteers in Non-Profit Organisations in New Zealand’s Human Service Sector

Weber¹

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<p>Many non-profit organisations (NPOs) are highly dependent on volunteers to achieve their mission, and while volunteers tend to be motivated by altruistic reasons, performance management (PM) likely plays a key role in facilitating their commitment and directing their efforts to achieving their goals and the organisation’s mission. Therefore, the purpose of this study is to investigate the PM process as applied to volunteers in an NPO in New Zealand. Moreover, the similarities and differences between PM practices used for employees and volunteers are examined. Extant non-profit research has focused on individual management practices, but largely ignored the holistic PM process, whereas existing for-profit literature has concentrated on performance appraisals and evaluations, rather than PM. This study contributes to the limited research on PM processes by drawing together research from both sectors to develop an updated PM process model which is based on current PM trends and includes the steps goal-setting, feedback, training/development, and rewards/recognition. Due to the dearth in research on volunteer PM, a qualitative approach was deemed appropriate for this study to gain a deeper understanding of contextual factors and the research problem. A single case study was chosen to collect rich and in-depth data about the perceptions and experiences of managers and volunteers regarding PM. The New Zealand Cancer Society’s Otago Southland Division (OSD) was selected as case study organisation and 19 semi-structured interviews were conducted with ten managers and nine volunteers. The interviews were held in late 2016 in four locations, the Cancer Society’s national office in Wellington and the OSD’s three main offices, Dunedin, Invercargill, and Queenstown. The findings show that managers and volunteers struggle with the concept of PM in relation to volunteers because of its poor reputation and perceived unsuitability due to the special characteristics of volunteering. The individual practices, however, generated interest among participants as most practices are already used for volunteers in the OSD, albeit in an informal, ad-hoc manner and under the designation ‘volunteer management’. The interviews revealed a pattern of accepted (rewards/recognition), unaccepted (goal-setting) practices and a “grey area” of practices which allow for further development (feedback, training/development). Volunteers’ motivation and the frequency of use of the practices in the OSD influence if participants perceived them as accepted, unaccepted or as practices with potential (grey area). Based on the outcomes of this study, the updated PM process model was adapted to reflect the OSD’s PM practices for volunteers. Some inconsistencies in the participants’ perceptions and experiences of PM and a lack of clear volunteer PM procedures were detected. The findings revealed that managers are reluctant to formalise the management practices for volunteers out of fear of losing them and, thus, hide certain practices behind social events which blurs the boundaries between the practices. The findings, therefore, suggest that PM is a valuable concept for the management of volunteers in NPOs, but that a semantic problem exists which prevents the further engagement with PM. Resulting implications are proposed which include a terminology change of PM in NPOs to conceal the managerial character of this concept.</p>

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Employee Motivation in Non-Profit: Evidence from a Community Based Voluntary Organization

Cited by 4 publications

References 12 publications

Exploring generational cohort work satisfaction in hospital nurses

Exploring generational cohort work satisfaction in hospital nurses

Validation of the Cadre’s Satisfaction of the <i>Posyandu Lansia</i> Questionnaire

Exploring Performance Management of Volunteers in Non-Profit Organisations in New Zealand’s Human Service Sector

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