Relationships between Organizational Properties and Organizational Effectiveness in Three Types of Nonprofit Human Service Organizations

Abstract

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.

Pathways to High Performance

“…Because RSGBs are very small organizations with few staff (60 per cent have two or fewer paid staff), their organization chart is flat and therefore some structures overlap and formalization is reduced (Zintz & Camy, 2005). In line with Schmid (2002) and Crittenden et al (2004), due to the small and informal structure of RSGBs, supervision of staff and professionalization, in terms of task orientation, should therefore be seen as relevant factors. Thus, a possible determinant of performance is:…”

“…Decentralized management is probably most appropriate when staff tend to be professional, so that the organizational structure and patterns of management are relatively informal and flexible. Centralized management is most appropriate where high levels of supervision are required and there is formalized decision-making (Schmid, 2002). In addition,…”

Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices

“…When nonprofits fail to invest in or effectively manage their human resources, one demonstrable negative impact is high voluntary turnover among the employees. Even when feeling a strong connection to the mission of a nonprofit, staff may not stay with that nonprofit if they are not treated well and if their organization does not invest in their development as a nonprofit professional (Brown & Yoshioka, 2003;Schmid, 2002). For nonprofit human service organizations, high levels of voluntary turnover can be particularly problematic, as continuity of care is often an essential part of the service technology necessary to make a change in the well-being of clients (CLASP, 2009;Haggerty et al, 2003).…”

Dimensions of Capacity in Nonprofit Human Service Organizations

“…It includes administrative systems and performance management practices (Denisi and Smith 2013) that facilitate coordination and maintain accountability. The ability to operate efficient organizational systems relates to performance in many contexts (Schmid 2002). We anticipate executives will discuss organizational policies and practices that support capacity to operate and provide services.…”