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We build an occupational-choice general-equilibrium model with for-profit firms, nonprofit organizations, and endogenous private warm-glow donations. Lack of monitoring on the use of funds implies that an increase of funds of the nonprofit sector (because of a higher income in the for-profit sector, a stronger preference for giving, or an inflow of foreign aid) worsens the motivational composition and performance of the nonprofit sector. We also analyze the conditions under which donors (through linking donations to the motivational composition of the nonprofit sector), nonprofits themselves (through peer monitoring), or the government (using a tax-financed public funding of nonprofits) can eliminate the low-effectiveness equilibrium. We present supporting case-study evidence from developing-country nongovernmental organization sector and humanitarian emergencies.

This article reviews the literature on non-profit volunteering to argue that the concept of ‘work calling’ is critical to broadening our understanding of volunteer motivation and retention. As an emerging concept, work calling is generally used to explain how individuals satisfy their calling by doing meaningful work. This concept is introduced to the issue of volunteer motivation and retention to detail why volunteers decide to join non-profit organisations and then willingly stay longer. Current theories explain volunteer motivation and retention by focusing on individual factors (commitment and job satisfaction) and organisational factors (management practices, volunteer tasks and organisational reputation). This article integrates work calling with these theories and thus contributes two important insights: (a) volunteers may choose to engage in meaningful work and, therefore, experience self-satisfaction and meaningful life by volunteering; and (b) work calling improves current theories of volunteering motivation and retention at both the individual and organisational levels.

The objective of the quantitative representative survey was to ascertain the characteristics and image of the Polish Tourist Country-Lovers’ Society - PTTK (Polskie Towarzystwo Turystyczno-Krajoznawcze), a non-profit organisation operating in the sphere of social tourism, among non-members of the organisation. The findings indicate that, among the public, PTTK is either recognised but evokes no associations (among the majority) or is not known at all. The findings indicated that, among individuals belonging to the Baby Boomers and generation X, and to a limited extent, generations Y and Z, PTTK was spontaneously associated with a narrow range of characteristics not directly related to the profile of social tourism.  ...

NPOs (Non-Profit Organisations) are entities created to respond to the social needs of the economy, many of which fall into financial difficulties and are forced to close. Given the importance that these entities have both socially and economically, the study of their financial vulnerability is an area of special interest. It is important to highlight the factors that characterize this type of entity in a situation of vulnerability and also to anticipate future undesirable situations which could result in closure without timely supervision. In this way, the entity could redirect its management and make the necessary changes in its structure to ensure its continuity. Our study analyses the academic literature, from a theoretical perspective, in relation to this vulnerability allowing us to construct a pentagram of five dimensions, some interrelated, which we propose to be taken into consideration in the study of an entity’s vulnerability. These five dimensions are performance, operational dimension, leverage, liquidity and most importantly reputation. This research offers a proposal to evaluate financial vulnerability in NPOs in a more comprehensive way and facilitate its management.

Employers often recruit workers by invoking corporate social responsibility, organizational purpose, or other claims to a prosocial mission. In an era of substantial labor market inequality, commentators typically dismiss these claims as hypocritical: prosocial employers often turn out to be no more generous with low-wage workers than are other employers. In this article, we argue that prosocial commitments in fact inadvertently reduce earnings inequality, but through a different channel than generosity. Building on research on job values, we hypothesize that college graduates are more willing than nongraduates to sacrifice pay for prosocial impact. When employers appeal to prosocial values, they can thus disproportionately reduce pay for higher-educated workers. We test this theory with data on online U.S. job postings. We find that prosocial jobs requiring a college degree post lower pay than do standard postings with exactly the same job requirements; prosocial jobs that do not require a college degree, however, pay no differently from other low-education jobs. This gap reduces the aggregate college wage premium by around 5 percent. We present a variety of supplementary evidence using labor market data, worker survey responses, and a vignette experiment with hiring managers. The findings reveal an unintended consequence of employers’ embrace of prosocial values: it offsets macro-level inequality.

There are isolated streams of research in spiritual capital, spiritual leadership, and community leadership. We put together these three notions and indicate that taken together, a spiritual leader with a community leadership style can use his spiritual capital to boost both the social and financial performance of the organization and reduce risk. We document a case where a Hindu non-profit organization is more resilient compared to the other top Indian firms which are for-profit organisations. This challenges the popular belief that creating sustainable organizations with social impact requires a purely business logic. This case study reports the results of interviews with the top management of the organization explaining how religion is related to management inputs, the social business model, and financial performance outcomes. We add to the meager literature on Hinduism in social business leadership. We generate five propositions that expand the extant theoretical conceptualization of community leadership with a case example from a non-profit Hindu spiritual leadership domain. They serve as lessons that managers can reflect on while working with their community and building trust.

This book aims to shed light on the impact of computerization on employment in terms of changes in the nature of work and career opportunities and changes in the distribution of occupations in three groups of organizations: municipal government, hospitals, and colleges and universities..

Drawing on data collected as part of a larger study of the experience of restructuring in the nonprofit (voluntary) social services in Canada and Australia, this article explores the responses to four overlapping interview questions regarding what drew nonprofit social service workers to the sector, what were the positive and negative aspects of working in the sector, and, if given the power, what is the one thing they would change. Responses to these questions highlight the way social service workers wish they could work, factors that impede this work, decrease worker autonomy and increase management control over their labour process. These new findings will be compared to findings from an earlier study of restructuring in the public and nonprofit Canadian social services, highlighting the way that changes in the labour process suppress or facilitate the empowerment of workers, including their capacity to dream of a better future.

PurposeThis paper compares how women leaders in four US industries–higher education, faith-based non-profits, healthcare and law–experience 15 aspects of gender bias.Design/methodology/approachThis study used convergent mixed methods to collect data from 1,606 participants. It included quantitative assessment of a validated gender bias scale and qualitative content analysis of open-ended responses.FindingsResults suggest that, while gender bias is prevalent in all four industries, differences exist. Participants in higher education experienced fewer aspects of gender bias than the other three industries related to male culture, exclusion, self-limited aspirations, lack of sponsorship and lack of acknowledgement. The faith-based sample reported the highest level of two-person career structure but the lowest levels of queen bee syndrome, workplace harassment and salary inequality. Healthcare tended towards the middle, reporting higher scores than one industry and lower than another while participants working in law experienced more gender bias than the other three industries pertaining to exclusion and workplace harassment. Healthcare and law were the two industries with the most similar experiences of bias.Originality/valueThis research contributes to human resource management (HRM) literature by advancing understanding of how 15 different gender bias variables manifest differently for women leaders in various industry contexts and by providing HRM leaders with practical steps to create equitable organizational cultures.

Home care and aged care in English-speaking countries around the globe have enthusiastically taken up a model of work known as ‘relationship-based care’ (RBC). Part of the popularity of RBC is because it does not challenge austerity, underfunding, and extensive managerialism. Instead it works within and through them to foster caring connections between patients, staff, and families, and is able to do so because workers are willing to self-sacrifice for clients. Drawing on case study data collected using a ‘rapid ethnography’ methodology in two large Australian aged care organisations, this article explores workers’ experience of work and contributes to Bolton’s typology of emotion management in the relationship-based care endeavour. Our typology includes: (1) austerity-linked sacrifice; (2) official discourse; (3) faux control; and (4) compulsory time philanthropy. The article contributes to debates on care work, relationship-based care, emotional labour, and emotion management and working in the context of austerity and managerialism.