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Strategies for Retaining Employees in the Nonprofit Sector.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Strategies for Retaining Employees in the Nonprofit Sector./
Author:	Parker, George.
Description:	1 online resource (281 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.
Contained By:	Dissertation Abstracts International79-08A(E).
Subject:	Business administration. -
Online resource:	click for full text (PQDT)
ISBN:	9780355772760

Strategies for Retaining Employees in the Nonprofit Sector.
Parker, George.

Strategies for Retaining Employees in the Nonprofit Sector. - 1 online resource (281 pages)

Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.

Thesis (D.B.A.)--Walden University, 2018.

Includes bibliographical references

Voluntary employee turnover is a concern for nonprofit leaders due to human capital's strategic role in achieving performance excellence. The consequences of volunteer turnover include loss of profitability, productivity, knowledge, and financial stability. The purpose of this single-case study was to explore strategies used by 3 leaders of a nonprofit organization in the Washington, DC, area who have experience with the nonprofit's employee retention efforts. Data were collected from semistructured face-to-face interviews and organizational documentation and analyzed through the conceptual lens of Maslow's hierarchy of needs theory. Data gathered from interviews and analyses of organizational data and performance outcomes were manually coded and thematically organized. The use of member checking the data and methodological triangulation increased the trustworthiness of data interpretation and the study. Three key themes emerged: (a) training and development, (b) advancement opportunities, and (c) strategic leadership. Through analysis of data collected for this study, nonprofit leaders can assess their employees' development needs and provide training to support their growth. Nonprofit leaders may support their employees' development by creating a career path by aligning tenure with advancement and formal training. Nonprofit leaders' actions and decisions affect workforce commitment. Nonprofit employees are intrinsically motivated to create positive social change and make an impact on nonprofits' stakeholders via programs and services. Nonprofit leaders can use this study to improve retention strategies, ensure their employees' wellbeing, and contribute to positive social change by assisting employees in ensuring stakeholder wellbeing.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355772760Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

Strategies for Retaining Employees in the Nonprofit Sector.
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500 $a Source: Dissertation Abstracts International, Volume: 79-08(E), Section: A.
500 $a Adviser: Jan Garfield.
502 $a Thesis (D.B.A.)--Walden University, 2018.
504 $a Includes bibliographical references
520 $a Voluntary employee turnover is a concern for nonprofit leaders due to human capital's strategic role in achieving performance excellence. The consequences of volunteer turnover include loss of profitability, productivity, knowledge, and financial stability. The purpose of this single-case study was to explore strategies used by 3 leaders of a nonprofit organization in the Washington, DC, area who have experience with the nonprofit's employee retention efforts. Data were collected from semistructured face-to-face interviews and organizational documentation and analyzed through the conceptual lens of Maslow's hierarchy of needs theory. Data gathered from interviews and analyses of organizational data and performance outcomes were manually coded and thematically organized. The use of member checking the data and methodological triangulation increased the trustworthiness of data interpretation and the study. Three key themes emerged: (a) training and development, (b) advancement opportunities, and (c) strategic leadership. Through analysis of data collected for this study, nonprofit leaders can assess their employees' development needs and provide training to support their growth. Nonprofit leaders may support their employees' development by creating a career path by aligning tenure with advancement and formal training. Nonprofit leaders' actions and decisions affect workforce commitment. Nonprofit employees are intrinsically motivated to create positive social change and make an impact on nonprofits' stakeholders via programs and services. Nonprofit leaders can use this study to improve retention strategies, ensure their employees' wellbeing, and contribute to positive social change by assisting employees in ensuring stakeholder wellbeing.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
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690 $a 0310
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710 2 $a Walden University. $b Management. $3 1148485
773 0 $t Dissertation Abstracts International $g 79-08A(E).
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