Education–Job Match, Salary, and Job Satisfaction Across the Public,, Non-Profit, and For-Profit Sectors: Survey of recent college graduates

2014 ◽  
Vol 18 (1) ◽  
pp. 40-64 ◽  
Author(s):  
Young-joo Lee ◽  
Meghna Sabharwal
Keyword(s):  
Job Satisfaction ◽  
College Graduates ◽  
Non Profit ◽  
The Public ◽  
For Profit ◽  
Job Match ◽  
Recent College Graduates

MPA Graduates and the Dilemma of Job Satisfaction: Does Crossing the Sector Line Make a Difference

1991 ◽  
Vol 20 (4) ◽  
pp. 449-455 ◽  
Author(s):  
Barrie E. Blunt ◽  
Kris Anne Spring
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Private Sector ◽  
Work Satisfaction ◽  
Federal State ◽  
Non Profit ◽  
The Public ◽  
Public Sector Employment ◽  
State Regional

This study examines levels of job satisfaction for MPA graduates employed in the public, private, and non-profit sectors. Findings are based on a survey and indicate that MPA graduates derive greater satisfaction with pay and promotion opportunities in the private sector than in the public or non-profit sectors. No significant differences were noted between the sectors with regard to work satisfaction or satisfaction with supervisor or co-workers. Further, no differences in levels of satisfaction were noted between four categories of public sector employment; federal, state, regional, or local.

Examining absenteeism in the public and non-profit sectors

2017 ◽  
Vol 17 (3) ◽  
pp. 293-310 ◽  
Author(s):  
Vickie L. Edwards
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Service ◽  
Public Service Motivation ◽  
Non Profit ◽  
Negatively Associated ◽  
The Public ◽  
Motivation Factors

Using the Steers and Rhodes (1978) model of absenteeism behavior, this paper examines ability to attend and attendance motivation factors for public and non-profit managers. Attendance motivation factors utilized in this study include public service motivation, job satisfaction, and organizational commitment. T-tests and OLS regressions suggest that there are significant differences between absenteeism in the public and non-profit sectors and between genders. The results also suggest that organizational commitment, especially in terms of stakeholdership, is negatively associated with absenteeism. Perceptions of flexibility are found to be positively associated with the number of days missed.

Organizational Commitment across Three Sectors: Public, Non-profit, and For-profit

2002 ◽  
Vol 31 (2) ◽  
pp. 201-210 ◽  
Author(s):  
Laurel R. Goulet ◽  
Margaret L. Frank
Keyword(s):  
Organizational Commitment ◽  
Public Sector ◽  
Non Profit ◽  
The Public ◽  
For Profit ◽  
Two Sectors

This study examines organizational commitment of workers in three sectors: public, non-profit and for-profit. Previous work in this area has been limited to the study of organizational commitment in one sector, or a comparison between only two sectors. In order to examine organizational commitment across the three sectors, 228 employees in public sector, non-profit sector, and for-profit sector organizations were surveyed. The results indicate that for-profit workers were the most committed to their organizations, followed by non-profit employees. Workers with the lowest levels of organizational commitment were those in the public sector. Explanations for and the significance of these findings are discussed.

scholarly journals Effective Internal Controls for Not-For Profit Entities

2020 ◽  
pp. 47-58
Author(s):  
Achraf Seyam, CPA ◽  
Barry Copper, CPA
Keyword(s):  
Financial Reporting ◽  
Internal Control ◽  
Continuous Monitoring ◽  
Internal Controls ◽  
Professional Services ◽  
Non Profit ◽  
The Public ◽  
For Profit ◽  
Not For Profit ◽  
Non Profit Organizations

The importance of internal control is clear. Effective internal control makes sure non-profit organizations to carried out their mission and objectives, such as proper use of funds and provide professional services to the public without any risk of fraud and mismanagement or breach of ethics. Through continuous monitoring of non-profit’s performance and activities, internal controls dispose of the behaviors of non-profit organizations with their objectives. Internal controls also engaged in good management and make sure to provide appropriate financial reporting by providing accurate and complete reports to the management in a timely manner and make sure the sources are correctly allocated. Internal control is also the tool to safeguard assets that make sure the organizations physical and intangible assets are protected from fraud, misused, and error. Internal control is not only able to deter and detect fraud and error but also is able to reduce the chance to risks.

scholarly journals Social accounting and its contribution to society

2013 ◽  
pp. 7-16
Author(s):  
Inese Vigante ◽  
Ruta Sneidere
Keyword(s):  
Corporate Social Responsibility ◽  
Economic System ◽  
Environmental Aspects ◽  
Social Accounting ◽  
Non Profit ◽  
The Public ◽  
For Profit ◽  
System A ◽  
Corporate Social

With the development of the society and its economic system, a need has emerged to develop accounting as well. The increasing role of social accounting, which keeps records of for-profit, non-profit, and governmental organisations, is associated with the complexity of the environment in which businesses and organisations are operating and presenting reports about their social, ethical, and environmental aspects. Organisations are subject to greater transparency, and many stakeholders are interested in and concerned about the performance of organisations within the context that is not reflected, to a satisfactory extent, in traditional accounting. Traditional accounting ensures reporting to the shareholders or the state, whereas social accounting provides information to all stakeholders, including the public. Social accounting includes all kinds of accounts that go beyond the economic and for all the different labels under which it appears. This paper deals with the main issues and tools of corporate social responsibility, which is a very important prerequisite for organisations in order to introduce the principles of social accounting.

scholarly journals The ethics of crowdsourcing

2021 ◽  
Vol 10 ◽  
Author(s):  
Julie McDonough Dolmaya
Keyword(s):  
Occupational Status ◽  
Minority Languages ◽  
Translation Process ◽  
Non Profit ◽  
The Public ◽  
For Profit ◽  
Not For Profit ◽  
For Profit Organizations

Because crowdsourced translation initiatives rely on volunteer labour to support both for-profit and not-for-profit activities, they lead to questions about how participants are remunerated, how the perception of translation is affected, and how minority languages are impacted. Using examples of crowdsourced translation initiatives at non-profit and for-profit organizations, this paper explores various ethical questions that apply to translation performed by people who are not necessarily trained as translators or financially remunerated for their work. It argues that the ethics of a crowd-sourced translation initiative depend not just on whether the initiative is part of a not-for profit or a for-profit effort, but also on how the project is organized and described to the public. While some initiatives do enhance the visibility of translation, showcase its value to society, and help minor languages become more visible online, others devalue the work involved in the translation process, which in turn lowers the occupational status of professional translators.

scholarly journals Sources of Property Formation of a Public Law Company

2020 ◽  
Vol 1 (12) ◽  
pp. 81-91
Author(s):  
Yu. A. Zaitseva
Keyword(s):  
Public Law ◽  
The State ◽  
Public Authority ◽  
Public Interests ◽  
Non Profit ◽  
The Public ◽  
For Profit ◽  
Not For Profit ◽  
Independent Form ◽  
Public Nature

As part of the civil legislation reform, a public not-for-profit company is recognized as an independent form of non-profit organizations. Its intermediate position between a legal entity as a subject of private law and a public authority shows the existence of features in the methods of its property formation. In the article the author has analyzed the sources of formation of the property of the public not-for-profit company, investigated doctrinal approaches to understanding the essence of the sources of formation of the property of the organization under consideration. The peculiarities of property formation of public law companies operating in Russia have also been determined. According to the results of the analysis, the author has drawn the conclusion about a predominantly public nature of the property component of public not-for-profit companies, the main source of formation of which is the state property or funds received under statutory provisions. The author makes the interest of the founder in the property component of a public not-for-profit company conditional upon implementation of the state and public interests and public law functions imposed on it. On the basis of the study, the author has determined a conflict in the legislation regulating the investment of temporarily free funds of a public not-for-profit company as a revenue-producing activity and has made proposals to resolve it.

Awards as non-monetary incentives

2016 ◽  
Vol 4 (1) ◽  
pp. 81-91 ◽  
Author(s):  
Bruno S. Frey ◽  
Jana Gallus
Keyword(s):  
Voluntary Sector ◽  
Future Research ◽  
Volunteer Management ◽  
Monetary Incentives ◽  
Content Type ◽  
Non Profit ◽  
The Public ◽  
For Profit ◽  
Cultural Sector ◽  
Survey Approach

Purpose – The purpose of this paper is to shed light on a widely used yet scarcely investigated form of incentive, awards. The paper seeks to explore, first, whether awards can be used to motivate higher performance in academia and volunteering, and second, how often and in what forms awards are in actual fact being used in the voluntary sector. Design/methodology/approach – The paper combines a theoretical analysis with various analytical methods, including a new matching technique, randomization in the field, and the survey approach. Findings – Awards have the potential to substantially increase performance, yet they are less frequently used in the Swiss voluntary sector than theory suggests. Research limitations/implications – The focus lies on awards in academia and the voluntary sector. Future research should investigate awards in other fields, e.g. the for-profit or the cultural sector. It should also assess their use in other countries to facilitate cross-country comparisons. The effects on non-recipients and the public at large are another area worth investigating. Practical implications – Practitioners are encouraged to consider awards as an important motivational instrument, which could be integrated more explicitly and more widely in the volunteer management systems of Swiss non-profit organizations. Originality/value – This contribution analyzes a widely used yet scarcely investigated form of incentive, awards. originality/value derives naturally from this observation.

Charter School Teacher Job Satisfaction

2016 ◽  
Vol 31 (7) ◽  
pp. 951-991 ◽  
Author(s):  
Christine H. Roch ◽  
Na Sai
Keyword(s):  
Job Satisfaction ◽  
Public Schools ◽  
Charter Schools ◽  
School Teacher ◽  
Research Question ◽  
Non Profit ◽  
Education Management ◽  
For Profit ◽  
Traditional Public Schools ◽  
Charter Management Organizations

We examine whether working conditions in charter schools and traditional public schools lead to different levels of job satisfaction among teachers. We distinguish among charter schools managed by for-profit education management organizations (EMOs) and non-profit charter management organizations (CMOs) and stand-alone charter schools. We investigate our research question using data from the School and Staffing Survey. We find that teachers in charter schools are less satisfied with their jobs than teachers in traditional public schools. We also find that teachers in EMO-managed schools appear less satisfied than those in stand-alone charter schools. Our analyses suggest that lower salaries and limited union memberships help drive these lower levels of satisfaction, particularly among stand-alone charter schools and charter schools managed by EMOs.

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