Work Engagement in the Third Sector

Kim

Human Resource Development Review

et al. 2018

Using the revised job demands-resources (JD-R) model as a theoretical framework, our article aims to develop a conceptual model of the work engagement of paid workers in nonprofit organizations (NPOs) by identifying its antecedents and outcomes discussed in the literature. We found that job resources are prevalent antecedents for work engagement, while three categories of the JD-R model are all significant with work engagement. Although some findings are similar with existing studies for for-profit organizations, others implied that we need a different approach to work engagement of NPO workers. We finally offer a proposed JD-R model of work engagement in NPOs that has a new category, ideological resources. At the end of this article, we discuss the findings and academic/practical implications, along with recommendations for future research.

Section: Methodsmentioning

confidence: 99%

Work Engagement in Nonprofit Organizations: A Conceptual Model

Kim

Human Resource Development Review

et al. 2018

“…2 | VOLUNTEERING, COLLECTIVE ACTIONS, AND CRISIS SITUATIONS Broadly defined, "volunteering means any activity in which time is given freely to benefit another person, group, or organization" (Wilson, 2000, p. 215). Traditional volunteers are mobilized by formal organizations (Hustinx et al, 2010;Selander, 2015). Usually, volunteering is defined in the context of work-unpaid work with an element of attractive leisure (Stebbins, 2013).…”

Section: Introductionmentioning

confidence: 99%

A port in a storm: Spontaneous volunteering and grassroots movements in Amsterdam. A resilient approach to the (European) refugee crisis

et al. 2018

This article seeks to expand knowledge about spontaneous volunteering in Amsterdam during the European refugee crisis in the winter of 2015–16. As formal institutions, which relied on a top–down command and control approach, were unable to handle the relatively large number of refugees who arrived in a short period of time, grassroots social movements based on bottom–up participation emerged. Grassroots volunteers were not only politically engaged, protesting against the strict refugee reception policy, but they also became involved in the crisis response, showing a great deal of flexibility. Although the social movements struggled with their organizational structures, they were able to adapt their missions and structures to changing circumstances. To achieve a resilience‐based response to future refugee influxes, this article advocates for formal response organizations to dismantle their static, top–down approach, and for social movements to find a balance between participation and professionalism. If institutionalized refugee response organizations adapt to the dynamics of local conditions, they could create the conditions for resilient solutions in the crisis context.

Scope (Flexible Learning)

“…Fully engaged employees who are energetic and enthusiastic are more predisposed to perform Discretionary Service Behaviours (DSB) for their colleagues and organisation (McShane, Olekalns & Travaglione, 2013;Selander, 2015). Similar to organisational citizenship, McShane et al (2013) describe DSBs as the degree to which an employee feels emotionally connected to an organisation and feels the desire to assist customers and colleagues beyond their normal requirements.…”

Section: Employee Engagementmentioning

confidence: 99%

“…In contrast with Bhaskar and Khera (2014), Salwendar (2015) described DSBs as the positive and negative intent to perform outside their explicit job descriptions, including, and not limited to bending the rules or violating procedures for customer satisfaction. Selander (2015) found that employees who are fully engaged are likely to over-work, lose track of time and sacrifice their own well-being for the sake of others. Though employees whom are proud and dedicated to their work, employees performing DSB's are likely to experience burnout if working overtime becomes the 'norm'.…”

Section: Employee Engagementmentioning

confidence: 99%

“…Though employee engagement can be positive for an organisation, Selander (2015) argues that managers must take practicable steps to ensure a sustainable level of engagement where the concepts of vigour, dedication and absorption are reflected. Managers that invest time and resources in EE see a positive increase in employee satisfaction, dedication and emotional connection to their work.…”

Section: Employee Engagementmentioning

confidence: 99%

See 1 more Smart Citation

Employee welfare: Developing change strategies to address empathy burnout in caring professions

Turner¹,

Gill²

2019

INTRODUCTIONThe general health and wellbeing of an organisation's workforce, also referred to as employee welfare, remains a crucial component in organisational and leadership planning. At the level of an individual, welfare is often related to one's level of satisfaction, engagement and dedication. At the organisational level, welfare can be associated with productivity, turnover, and employee relationships. An employee's welfare, particularly in a caring profession, is often subject to the emotionally demanding needs of their patients, which significantly affects their ability to remain empathic and compassionate towards others, and themselves. Empathy, like any emotional resource, can be exhausted if not replenished often. Compassion fatigue, also known as empathy burnout, is an emotional state experienced by those working in emotionally demanding roles, such as healthcare professionals, police service and social workers. The common symptoms of empathy burnout include depression, anxiety, absenteeism and lethargy. At an organisational level, it is imperative that leadership decisions consider the implications of their profession to the wider workforce, and so develop strategies to prevent empathy burnout. This paper explored the perspectives of employee welfare at a local hospital to develop strategies for change that may assist caring professionals in managing their stress and maintaining levels of empathy. From the exploratory research project, strategies emerged that could be actioned to improve employee welfare across the organisation. These strategies for change included strengthening communication lines to eliminate barriers to support, bolstering the existing employee assistance programme, developing resilience training schemes, and closing the gap between executive leadership and staff. Caring professions are positions/roles including but not limited to nursing, clinicians, physicians, paramedics, mental health employee, caregiving, counsellors, physiologists, orderly and welfare officers.Emotional intelligence research remains an area of interest across industries, particularly in human resources management and the healthcare industry (Kurup & Rishi, 2016). The need for this research originated from the desire of a Health and Safety Manager to understand the current state of employee welfare within their organisation, and explore related benefits available in their workforce. The aim was to understand perspectives of employee welfare at the hospital at the focus of this research, and compare findings between managerial and non-managerial employees. To achieve this aim, a series of semi-structured interviews and quantitative surveys were undertaken with hospital employees including those working in clinical areas, management and administration. Though the sample size of this research was small, the findings revealed a valuable snapshot of employee welfare within the hospital, and and potentially, wider implications.The questionnaire items that were developed from existing research, assessed three speci...