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Managing employee commitment in the not‐for‐profit sector

Managing employee commitment in the not‐for‐profit sector The voluntary and not‐for‐profit sector accounts for an important and growing proportion of employment in the UK though it remains highly under‐researched. Rates of pay are often relatively low, necessitating forms of human resource management that emphasise non‐financial means of eliciting employee motivation and commitment. This paper examines HRM in a major charity that provides services to adults with learning disabilities. It finds that the intrinsic commitment to the job held by employees – which the organisation is trying to tap – can form a competing commitment towards different entities of the organisation. This competing commitment is difficult to reconcile to organizational objectives because it reflects ambivalences in existing power structures and group dynamics. The results have wider relevance to the management of employee commitment in other service sectors. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Managing employee commitment in the not‐for‐profit sector

José Alatrista; James Arrowsmith
Personnel Review , Volume 33 (5): 13 – Oct 1, 2004
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13 pages

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0048-3486
DOI
10.1108/00483480410550143
Publisher site
See Article on Publisher Site

Abstract

The voluntary and not‐for‐profit sector accounts for an important and growing proportion of employment in the UK though it remains highly under‐researched. Rates of pay are often relatively low, necessitating forms of human resource management that emphasise non‐financial means of eliciting employee motivation and commitment. This paper examines HRM in a major charity that provides services to adults with learning disabilities. It finds that the intrinsic commitment to the job held by employees – which the organisation is trying to tap – can form a competing commitment towards different entities of the organisation. This competing commitment is difficult to reconcile to organizational objectives because it reflects ambivalences in existing power structures and group dynamics. The results have wider relevance to the management of employee commitment in other service sectors.

Journal

Personnel Review – Emerald Publishing

Published: Oct 1, 2004

Keywords: Job commitment; Employees; Voluntary sector

References

  • Realism in contemporary organization and management studies
    Ackroyd, S.; Fleetwood, S.
  • Taking the employees' perspective seriously: an initial United Kingdom cross‐sectoral comparison
    Almond, S.; Kendall, J.
  • Locus of control, coping behaviours and performance in a stress setting: a longitudinal study
    Anderson, C.