Browsing by Subject "nonprofit organizations"

Now showing 1 - 4 of 4

Agents of Change: A Study of Nonprofit Advocacy Organizations, PRP 149
(LBJ School of Public Affairs, 2005) Schott, Richard L.
Drawing Lines, Spanning Boundaries: Managerial Perceptions of Innovation Value in Public and Nonprofit Organizations
(RGK Center: Summer Fellowship Program, 2009-06) Ronquillo, John C.
Despite the large and varied selection of literature on innovation, questions about the diverse organizational aspects of innovation and the differences of innovation in public and nonprofit organizations still remain. This study compares public and nonprofit organizations on their perceived innovativeness and analyzes the environmental factors and organizational practices that are presumably related to innovation. This paper uses survey data from the National Administrative Studies Project III (NASP-III) that surveyed managers in public and nonprofit organizations in Georgia and Illinois over a three wave, 10-month span, on a variety of organizational topics. Using multinomial logistic regression, the findings show that variables such as flexibility, the ability to serve the public interest, and incentives are positively related to innovation in both public and nonprofit organizations. Variables such as employee and managerial risk aversion, and red tape negatively affect innovation. Other variables, including job security, organizational pride and performance-based promotion vary by sector.
The Politics of Need and Politics of Politics: Exploring the Motives of Donative Actors to Social Service Nonprofit Organizations in a Highly Politicized Field
(RGK Center: Summer Fellowship Program, 0000-00-00) Benson, Celeste
This paper explores the capacity of several induced theories of philanthropic behavior to explain foundation grant-making patterns to nonprofit social service organizations working to address teenage pregnancy through counseling on “abortion alternatives”. It argues that theories of nonprofit sector founding which stress that nonprofits will arise as a response to need do not help to explain the presence of such organizations across U.S. states in this field. Instead it argues that grant making patterns in highly politicized fields may best be explained by conceiving of funders as strategic and rational political actors whose grant-making responds to structural opportunity and incentive.
The Young and the Restless: Generation Y in the Nonprofit Workforce
(RGK Center: Summer Fellowship Program, 0000-00-00) McGinnis, Jasmine
The ability of nonprofit organizations to attract and retain the next generation of its workforce will play an integral role in the growth and vitality of the sector. Management literature provides a number of suggestions to nonprofit managers of how to enhance noncompensation related job characteristics in order to attract and retain a young workforce. Yet, this literature ignores the fact survey research indicates that Generation Y employees value compensation and non-compensation related characteristics differently than previous generations. Before management changes are proposed and implemented by nonprofit managers, we must first understand how the nonprofit sector compensates Generation Y employees. This study enhances our understanding of wage differentials by using data from the 2005 American Community Survey to examine a sample of 36,000 young, educated employees both within and across nonprofit, mixed and for profit industries. My findings indicate that the wage equity experienced by minorities and females found in previous research, is not consistent when comparing nonprofit and mixed industries. Additionally, one of the most notable findings (not discussed in previous research, but likely relevant to this sample) is the differences in earnings of employees with advanced degrees (Masters Degree and beyond). Employers in for profit industries are better compensating young employees who hold advanced degrees.