Nonprofit management practices and work processes to promote gender diversity

Abstract

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)

Mapping the Research Landscape of Strategic Human Resource Management in Nonprofit Organizations: A Systematic Review and Avenues for Future Research

“…Our review identifies a large group of studies dealing with single HR practices and their effects (Chang et al, 2015;Cortis & Eastman, 2015;Froelich et al, 2011;Grasse et al, 2014;Haley-Lock et al, 2013;Haley-Lock & Kruzich, 2008;Kelliher & Parry, 2011;Mastracci & Herring, 2010). These studies confirm the overall diagnosis that the HR function in NPOs is more or less ad hoc and reactive.…”

“…Chang et al (2015);Cortis and Eastman (2015);Froelich et al (2011);Grasse et al (2014);Haley-Lock et al (2013);Haley-Lock and Kruzich (2008);Kelliher and Parry (2011);Mastracci and Herring (2010) External pressuresAbouAssi and Jo (2017);Cunningham (2016);Walk et al (2014) Mission and valuesAkingbola (2013aAkingbola ( , 2013bAkingbola ( , 2013c); Chew and Osborne (2008); Eng et al (2012); Pedrini et al (2016); Swanson (2013); Valeau (2015) The role of management Canet-Giner et al (2010); Schlosser et al (2017); Valeau (2015) Strategic orientation Akingbola (2013a, 2013c); Guo et al (2011); Rau (2012); Ridder, Baluch, and Piening (2012); Ridder, Piening, and Baluch (2012) Resource orientation Martin-Perez and Martin-Cruz (2015); Mourão et al (2017); Ohana and Meyer (2016); Parente (2012); Piatak (2016), Pedrini et al (2016); Schneider (2009); von Schnurbein (2014); Word and Park (2015) Administrative HRM Cunningham (2017); Pope et al (2015); Merlot and De Cieri (2012); Rubery and Urwin (2011); Sheehan (2009); Walk et al (2014) Strategic HRM Akingbola (2013b); Guo et al (2011); Rahimnia and Kargozar (2016); Ridder, Piening, and Baluch (2012) Motivational HRM Ben-Ner and Ren (2015); Cunningham (2010); Fee and McGrath-Champ (2017); S. M. Park and Kim (2016) Values-based HRM Kellner et al (2017); Ridder, Piening, and Baluch (2012); Walk et al (2014) Relationship to Processes Kellner et al (2017); Ridder, Baluch, and Piening (2012); Walk et al (2014) Relationship to Outcomes Kellner et al (2017); Parente (2012); Ridder, Baluch, and Piening (2012); Ridder, Piening, and Baluch (2012) Process Implementation processes K. Becker et al (2011); Bilgin et al (2017); J. A.…”

Gender, Occupation, and Promotion to Management in the Nonprofit Sector

“…However, the degree to which there are gender differences in promotion rates and chances is assumed to differ between types of organizations (see, for example, Powell and Butterfield ). Nonprofit organizations—in which women often form a large share of the workforce (Gibelman ; Mastracci and Herring ; Onyx and Maclean )—are among the organizations that can be expected to pay attention to gender equality in promotion decisions. As Gibelman () says, the “underlying values of the nonprofit sector, which include humanitarianism, charity, human rights, and human well‐being, suggest that representative organizations would voluntarily and systematically seek to adhere to principles of affirmative action and nondiscrimination in their labor force practices” (254).…”

Public Agencies, Gendered Organizations: The future of gender studies in public management

“…Sociologists have studied gendered norms in start-ups (Baron et al 2007;Eisenhardt and Schoonhoven 1990), mergers (Phillips 2005), and post-mortems of firms that have folded (Freeman et al 1983). While public agencies also merge and reorganize, they do not come and go, and are older than private-sector firms (Mastracci and Herring 2010). What is more, equity is fundamental to public-sector agencies.…”