Training and intrinsic motivation in nonprofit and for-profit organizations

DeVaro, Jed; Maxwell, Nan L.; Morita, Hodaka

doi:10.1016/j.jebo.2017.04.005

Cited by 12 publications

(10 citation statements)

References 27 publications

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“…The prior studies are in favor of the positive consequence of a reward system on the performance of the employees. Devaro et al (2017) conducted their research in California, and they examined the relationship between training and internal motivation in organizations (profit and non-profit).…”

Section: Literature Review and Hypotheses Development Intrinsic Rewards And Performance Of Employeesmentioning

confidence: 99%

Intrinsic Rewards and Employee's Performance With the Mediating Mechanism of Employee's Motivation

2021

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The prime goal of this study is to analyze the impact of intrinsic rewards on the performance of an employee. It also focuses on the role of motivation of the employee as an intervening factor. To achieve this objective, data have been collected through the questionnaire method from small and medium enterprises of Pakistan. A total of 400 questionnaires were distributed to the target population, and 300 were received. To test the hypotheses, the confirmatory factor analysis and the structural equation modeling have been used. The main results of the study have shown a positive and significant impact of intrinsic rewards on the performance of the employee. Specifically, the study reveals that the motivation of an employee significantly mediates the association between intrinsic rewards and the performance of the employee. In the light of the findings, implications are outlined.

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Section: Literature Review and Hypotheses Development Intrinsic Rewards And Performance Of Employeesmentioning

confidence: 99%

Intrinsic Rewards and Employee's Performance With the Mediating Mechanism of Employee's Motivation

2021

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“…Intrinsic motivation refers to behavior driven by an individual's interest, enjoyment, and satisfaction with a task (Bidee et al, 2017). Nonprofit organizations require high levels of intrinsically-motivated workers to meet the organization's social mission when monetary compensation is reduced (DeVaro, Maxwell, & Morita, 2017).…”

Section: A Review Of the Academic Literaturementioning

confidence: 99%

Improving Volunteer Engagement in Nonprofit Healthcare Organizations

Hudson¹

2021

OJBM

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Grounded in the conceptual lens of Deci and Ryan's self-determination theory, the strategies nonprofit healthcare leaders use to reduce volunteer turnover were explored in this single-case study. The participations included 5 nonprofit healthcare leaders from a single organization in the Southwestern United States. Data were collected using semistructured interviews, internal and external organizational documents, and publicly available data. Analysis of internal and external organizational documents and publicly available data were manually coded and thematically organized. The use of a methodological triangulation process and member checking increased the reliability of data interpretation. Using the thematic approach, 3 themes emerged: volunteer recognition improved volunteer turnover, open communication improved volunteer turnover, and relationship building improved volunteer turnover. The findings from this study may contribute to positively social change by providing nonprofit leaders with strategies to reduce volunteer turnover, enhance operational processes, and improve organizational performance. The results of this study indicated that nonprofit healthcare leaders who develop volunteer engagement strategies could increase organizational success and develop successful work habits among volunteers to improve economic growth in the communities they serve.

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“…For convenience, we will focus on the case in which condition ( 6) is satisfied. 22 Finally, notice that inequality γ (θ) > 0, or else U N (θ) < U F (θ), for every θ, implies that a worker of type θ is ready to accept a lower wage at the non-profit than at the for-profit firm in exchange for the same level of effort. Thus, γ (θ) represents the labor donation, i.e.…”

Section: Firms' Strategic Interactionmentioning

confidence: 99%

Competition for talent when firms' mission matters

Barigozzi

Burani

2019

Games and Economic Behavior

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We study optimal non-linear contracts offered by a non-profit and a for-profit firm competing to attract workers, who are privately informed about their ability and motivation. Motivated workers are keen to be hired by the non-profit firm because they adhere to its mission. Workers with different ability self-select into firms depending on which organization holds a competitive advantage. This determines the sign and the composition of the wage differential between firms, which encompasses labor donations induced by motivation and the selection effect of ability. Our model thus rationalizes the mixed empirical evidence concerning for-profit vs non-profit wage differentials.

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Training and intrinsic motivation in nonprofit and for-profit organizations

Cited by 12 publications

References 27 publications

Intrinsic Rewards and Employee's Performance With the Mediating Mechanism of Employee's Motivation

Intrinsic Rewards and Employee's Performance With the Mediating Mechanism of Employee's Motivation

Improving Volunteer Engagement in Nonprofit Healthcare Organizations

Competition for talent when firms' mission matters

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