scholarly journals Exploring Performance Management of Volunteers in Non-Profit Organisations in New Zealand’s Human Service Sector

2021 ◽  
Author(s):  
◽  
Magdalena Weber
Keyword(s):  
New Zealand ◽  
Performance Management ◽  
Goal Setting ◽  
Process Model ◽  
Management Practices ◽  
Non Profit ◽  
Feedback Training ◽  
Training Development ◽  
Grey Area

<p>Many non-profit organisations (NPOs) are highly dependent on volunteers to achieve their mission, and while volunteers tend to be motivated by altruistic reasons, performance management (PM) likely plays a key role in facilitating their commitment and directing their efforts to achieving their goals and the organisation’s mission. Therefore, the purpose of this study is to investigate the PM process as applied to volunteers in an NPO in New Zealand. Moreover, the similarities and differences between PM practices used for employees and volunteers are examined.   Extant non-profit research has focused on individual management practices, but largely ignored the holistic PM process, whereas existing for-profit literature has concentrated on performance appraisals and evaluations, rather than PM. This study contributes to the limited research on PM processes by drawing together research from both sectors to develop an updated PM process model which is based on current PM trends and includes the steps goal-setting, feedback, training/development, and rewards/recognition. Due to the dearth in research on volunteer PM, a qualitative approach was deemed appropriate for this study to gain a deeper understanding of contextual factors and the research problem. A single case study was chosen to collect rich and in-depth data about the perceptions and experiences of managers and volunteers regarding PM. The New Zealand Cancer Society’s Otago Southland Division (OSD) was selected as case study organisation and 19 semi-structured interviews were conducted with ten managers and nine volunteers. The interviews were held in late 2016 in four locations, the Cancer Society’s national office in Wellington and the OSD’s three main offices, Dunedin, Invercargill, and Queenstown.    The findings show that managers and volunteers struggle with the concept of PM in relation to volunteers because of its poor reputation and perceived unsuitability due to the special characteristics of volunteering. The individual practices, however, generated interest among participants as most practices are already used for volunteers in the OSD, albeit in an informal, ad-hoc manner and under the designation ‘volunteer management’. The interviews revealed a pattern of accepted (rewards/recognition), unaccepted (goal-setting) practices and a “grey area” of practices which allow for further development (feedback, training/development). Volunteers’ motivation and the frequency of use of the practices in the OSD influence if participants perceived them as accepted, unaccepted or as practices with potential (grey area). Based on the outcomes of this study, the updated PM process model was adapted to reflect the OSD’s PM practices for volunteers.    Some inconsistencies in the participants’ perceptions and experiences of PM and a lack of clear volunteer PM procedures were detected. The findings revealed that managers are reluctant to formalise the management practices for volunteers out of fear of losing them and, thus, hide certain practices behind social events which blurs the boundaries between the practices. The findings, therefore, suggest that PM is a valuable concept for the management of volunteers in NPOs, but that a semantic problem exists which prevents the further engagement with PM. Resulting implications are proposed which include a terminology change of PM in NPOs to conceal the managerial character of this concept.</p>

scholarly journals Exploring Performance Management of Volunteers in Non-Profit Organisations in New Zealand’s Human Service Sector

2021 ◽  
Author(s):  
◽  
Magdalena Weber
Keyword(s):  
New Zealand ◽  
Performance Management ◽  
Goal Setting ◽  
Process Model ◽  
Management Practices ◽  
Non Profit ◽  
Feedback Training ◽  
Training Development ◽  
Grey Area

<p>Many non-profit organisations (NPOs) are highly dependent on volunteers to achieve their mission, and while volunteers tend to be motivated by altruistic reasons, performance management (PM) likely plays a key role in facilitating their commitment and directing their efforts to achieving their goals and the organisation’s mission. Therefore, the purpose of this study is to investigate the PM process as applied to volunteers in an NPO in New Zealand. Moreover, the similarities and differences between PM practices used for employees and volunteers are examined.   Extant non-profit research has focused on individual management practices, but largely ignored the holistic PM process, whereas existing for-profit literature has concentrated on performance appraisals and evaluations, rather than PM. This study contributes to the limited research on PM processes by drawing together research from both sectors to develop an updated PM process model which is based on current PM trends and includes the steps goal-setting, feedback, training/development, and rewards/recognition. Due to the dearth in research on volunteer PM, a qualitative approach was deemed appropriate for this study to gain a deeper understanding of contextual factors and the research problem. A single case study was chosen to collect rich and in-depth data about the perceptions and experiences of managers and volunteers regarding PM. The New Zealand Cancer Society’s Otago Southland Division (OSD) was selected as case study organisation and 19 semi-structured interviews were conducted with ten managers and nine volunteers. The interviews were held in late 2016 in four locations, the Cancer Society’s national office in Wellington and the OSD’s three main offices, Dunedin, Invercargill, and Queenstown.    The findings show that managers and volunteers struggle with the concept of PM in relation to volunteers because of its poor reputation and perceived unsuitability due to the special characteristics of volunteering. The individual practices, however, generated interest among participants as most practices are already used for volunteers in the OSD, albeit in an informal, ad-hoc manner and under the designation ‘volunteer management’. The interviews revealed a pattern of accepted (rewards/recognition), unaccepted (goal-setting) practices and a “grey area” of practices which allow for further development (feedback, training/development). Volunteers’ motivation and the frequency of use of the practices in the OSD influence if participants perceived them as accepted, unaccepted or as practices with potential (grey area). Based on the outcomes of this study, the updated PM process model was adapted to reflect the OSD’s PM practices for volunteers.    Some inconsistencies in the participants’ perceptions and experiences of PM and a lack of clear volunteer PM procedures were detected. The findings revealed that managers are reluctant to formalise the management practices for volunteers out of fear of losing them and, thus, hide certain practices behind social events which blurs the boundaries between the practices. The findings, therefore, suggest that PM is a valuable concept for the management of volunteers in NPOs, but that a semantic problem exists which prevents the further engagement with PM. Resulting implications are proposed which include a terminology change of PM in NPOs to conceal the managerial character of this concept.</p>

Managing the most important asset: a twenty year review on the performance management literature

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ebina Justin M.A. ◽  
Manu Melwin Joy
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Organizational Outcomes ◽  
Future Research ◽  
System Quality ◽  
Content Type ◽  
Non Profit ◽  
Quantitative Studies ◽  
Theoretical Perspectives ◽  
Human Resource Management Practices

Purpose The three objectives served by this review are to provide readers a limpid insight about the topic performance management (PM), to analyse the latest trends in PM literature and to illustrate the theoretical perspectives. It would be fascinating for the practitioners and researchers to see the latest trends in the PM system, which is not yet covered in previous reviews. The study covers the historical and theoretical perspectives of human resource management practices. We also try to unveil some of the theoretical debates and conflicts regarding the topic. Design/methodology/approach We reviewed 139 studies on PM published within the last 20 years (2000–2020). The method used here is the integrative review method. The criteria used to determine studies are articles from peer-reviewed journals regarding the PM system published between 2000 and 2020. The initial search for studies was conducted using an extensive journal database, and then an intensive reference-based search was also done. Each selected article was coded, themes were identified, and trends for every 5 years were determined. All the articles were analysed and classified based on the methodology used to identify qualitative and quantitative studies. Findings The review concludes that PM literature's emphasis shifted from traditional historical evaluations conducted once or twice a year to forward-looking, feedback-enriched PM systems. By segregating the studies into 5-year periods, we could extract five significant trends that prevailed in the PM literature from 2000 to 2020: reactions to PM system, factors that influence PM system, quality of rating sources, evaluating the PM system and types of the PM system. The review ends with a discussion of practical implications and avenues for future research. Research limitations/implications It is equally a limitation and strength of this paper that we conducted a review of 139 articles to cover the whole works in PM literature during the last 20 years. The study could not concentrate on any specific PM theme, such as exploring employee outcomes or organizational outcomes. Likewise, the studies on public sector and non-profit organizations are excluded from this review, which constitutes a significant share of PM literature. Another significant limitation is that the selected articles are classified only based on their methodology; further classification based on different themes and contexts can also be done. Originality/value The study is an original review of the PM literature to identify the latest trends in the field.

Examining Financial Controls Practices Among Religious Non-Profit Organisations: A Case Study of Malaysia

2021 ◽  
Vol 8 (2) ◽  
Author(s):  
Rozaidy Mahadi ◽  
Noor Kaziemah Sariman ◽  
Andy Lee Chen Hiung
Keyword(s):  
Financial Management ◽  
Management Practices ◽  
Financial Control ◽  
Non Profit ◽  
Control Framework ◽  
Financial Governance ◽  
Financial Scandals ◽  
Government Organisation ◽  
Financial Misconduct

There have been many financial scandals associated with religious-based non-profit organisations (RNPOs), their involvement in unethical and wrongdoing has pressured non-profit organisations, especially religious-based NPOs (RNPOs) to start adopting highly transparent and accountable financial management practices. Despite many efforts to improve the RNPOs’ service quality, their integrity has been tinted with many scandalous incidents of funds embezzlement and corruption. Poor financial accountability and lack of legal requirements are argued to be the underpinning reasons for such financial atrocities occurring. With the absence of sound financial governance and comprehensive financial regulations, it has been impaired the government’s ability to detect, prevent and correct RNPOs’ financial misconduct. To prevent financial misconduct from repeatedly occurring, having cogent financial control practices will ensure the RNPOs upholding their accountability duties to the clients they have served. Therefore, the objective of this paper is to examine Malaysian RNPOs financial controls practices. In doing so, various religious-based NGOs’ (i.e. Islam, Buddha, and Christian) representatives were interviewed, analysed, and appraised with Simon’s (1994) control framework. The findings indicate that the RNPOs financial control practices are mediated by the virtue of the religions that they have adopted, the RNPOs’ affiliation (i.e. local-based, foreign-based, and/or semi-government organisation), and the level of sponsorships and grants they have received.

scholarly journals Using a modified DNDC biogeochemical model to optimize field management of a multi-crop (cotton, wheat, and maize) system: a site-scale case study in northern China

2019 ◽  
Vol 16 (14) ◽  
pp. 2905-2922 ◽  
Author(s):  
Wei Zhang ◽  
Chunyan Liu ◽  
Xunhua Zheng ◽  
Kai Wang ◽  
Feng Cui ◽  
...  
Keyword(s):  
Best Management Practices ◽  
Process Model ◽  
Management Practices ◽  
Gross Primary Production ◽  
Northern China ◽  
Biogeochemical Model ◽  
No Production ◽  
Field Management ◽  
Crop System

Abstract. It is still a severe challenge to optimize the field management practices for a multi-crop system when simultaneously aiming at yield sustainability and minimum negative impacts on climate as well as atmosphere and water quality. This site-scale case study was devoted to developing a biogeochemical process model-based approach as a solution to this challenge. The best management practices (BMPs) of a three-crop system growing cotton and winter wheat–summer maize (W–M) in rotation, which is widely adopted in northern China, were identified. The BMPs referred to the management alternatives with the lowest negative impact potentials (NIPs) among the scenarios satisfying all given constraints. The independent variables used to determine the NIPs and those utilized as constrained criteria were simulated by the DeNitrification-DeComposition model, which was modified in this study. Due to the unsatisfactory performance of the model in daily simulations of nitric oxide (NO) emission and net ecosystem exchange of carbon dioxide (NEE), the model was modified to (i) newly parameterize the soil moisture effects on NO production during nitrification, and (ii) replace the original NEE calculation approach with an algorithm based on gross primary production. Validation of the modified model showed statistically meaningful agreements between the simulations and observations in the cotton and W–M fields. Three BMP alternatives with overlapping uncertainties of simulated NIPs were screened from 6000 management scenarios randomly generated by Latin hypercube sampling. All of these BMP alternatives adopted the baseline (currently applied) practices of crop rotation (3 consecutive years of cotton rotating with 3 years of W–M in each 6-year cycle), the fraction of crop residue incorporation (100 %), and deep tillage (30 cm) for cotton. At the same time, these BMP alternatives would use 18 % less fertilizer nitrogen and sprinkle or flood-irrigate ∼23 % less water than the baseline while adopting reduced tillage (5 cm) for W–M. Compared with the baseline practices, these BMP alternatives could simultaneously sustain crop yields, annually enlarge the soil organic carbon stock by 4 ‰ or more, mitigate the aggregate emission of greenhouse gases, NO release, ammonia volatilization, and nitrate leaching by ∼7 %, ∼25 %, ∼2 %, and ∼43 %, respectively, despite a ∼5 % increase in N2O emission. However, further study is still necessary for field confirmation of these BMP alternatives. Nevertheless, this case study proposed a practical approach to optimize multi-crop system management to simultaneously achieve multiple United Nations Sustainable Development Goals.

scholarly journals Project Management Performance Assessment in the Non-Profit Sector

2019 ◽  
Vol 5 ◽  
Author(s):  
John Lannon
Keyword(s):  
Project Management ◽  
Quality Management ◽  
Performance Assessment ◽  
Performance Management ◽  
Management Practices ◽  
Assessment Model ◽  
Management Systems ◽  
Management Performance ◽  
Non Profit ◽  
For Profit

As the non-profit sector becomes increasingly dependent on projects to achieve its strategic goals, the use of formal project management processes can help to demonstrate to stakeholders that an organisation is taking steps to improve its performance. However the adoption of processes drawn from the for-profit sector does not always yield the desired results. In particular existing performance management systems and quality management systems are unsuitable for the implementation, measurement, and improvement of project management practices in the sector. A new model is therefore proposed for non-profit project management performance assessment. This is based on a conceptual analysis of the European Foundation for Quality Management (EFQM) business excellence model, a project management performance assessment model used primarily in for-profit environments, and an assessment of criteria particular to non-profit organisations. The model is multi-dimensional, flexible, and accounts for multiple stakeholder views. After using it, non-profit organisations can reflect on their performance, create an improvement plan, and use the model again to test their progress.

scholarly journals Adapting Breastfeeding Support in Areas of Socio-Economic Deprivation: A Case Study Approach.

2020 ◽  
Author(s):  
Louise Hunt ◽  
Gill Thomson ◽  
Karen Whittaker ◽  
Fiona Dykes
Keyword(s):  
Management Practices ◽  
Service Development ◽  
Breastfeeding Initiation ◽  
Contextual Knowledge ◽  
Economic Deprivation ◽  
Breastfeeding Support ◽  
Case Study Methodology ◽  
Non Profit ◽  
Holistic Understanding

Abstract Background: There are inequalities in breastfeeding initiation and continuation rates, whereby socio-economically disadvantaged mothers are least likely to breastfeed. Breastfeeding peer support (BPS) interventions are recommended as a solution, and in the UK non-profit organisations are commissioned to deliver BPS services in areas of socio-economic deprivation. BPS interventions have a mixed evidence base, offering limited knowledge about the interaction between context and intervention and how this affects women’s experiences. Methods: This interpretive study used a case study methodology to explore how and why two BPS services developed their services in socio-economically deprived contexts. Methods aimed to generate holistic understanding of BPS service development. Data collected across both cases comprised; observation (n=1), and semi-structured interviews with: mothers who had (n=10) and had not (n=9) engaged with the BPS services, peer supporters (PSs) (n=9), community health professionals (n=5), infant feeding co-ordinators (n=2), non-profit organisation managers (n=3), and public health commissioners (n=2). Inductive grounded theory analytic techniques of open coding and constant comparisons, followed by cross case comparisons, were used to analyse the data. Results: The over-arching theme - ‘the transcending influence of society’ – offers insights into the underlying context and drivers impacting service development. It reflects how funding and data sharing arrangements determined service operation and the peer’s access to women. Four underpinning themes explain how: peer supporters were resourceful in adapting their services (‘adapting and modifying the support’); BPS organisations worked to enable women’s access to supportive breastfeeding environments, but did not necessarily focus service development on the needs of women living in areas of deprivation (‘supporting women’s journeys to access’); the BPS-professional connections for supporting access and how BPS could result in more supportive community environments (‘building relationships’); and how management practices precluded meaningful use of data to provide context led service development (‘ways of using knowledge’). Conclusions: Findings suggest that while PSs are commissioned to focus on those most in need, there is limited discussion, collection, or use of knowledge about women’s lives to develop needs-led service delivery. The key recommendation is the development of a social ecological tool to facilitate the use and application of contextual knowledge.

scholarly journals Performance improvements of tax and customs authorities. Case study: Latvia

2016 ◽  
Author(s):  
Mara etersone ◽  
Karlis Ketners
Keyword(s):  
Comparative Analysis ◽  
Performance Management ◽  
Performance Indicators ◽  
Management Practices ◽  
Public Budgeting ◽  
Performance Improvements ◽  
State Revenue ◽  
Activity Management ◽  
The Republic

The aim of this paper is to investigate performance management of the State Revenue Service (SRS) of the Republic of Latvia in the context of effective public budgeting. This article investigates performance indicators in the context of process (activity) management in tax and customs authority and examines a number of practical issues with regard to the design of management practices. Several research methods, such as analysis of academic and professional publications and logical and comparative analysis, are applied in this research. The main findings are related to the analysis of activities of SRS and could be practically implemented at SRS.

Digital technologies and the balance between control and empowerment in performance management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Eirik Bådsvik Hamre Korsen ◽  
Marte Daae-Qvale Holmemo ◽  
Jonas A. Ingvaldsen
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Management Practices ◽  
Single Case ◽  
Command And Control ◽  
Digital Technologies ◽  
Performance Measurement System ◽  
Content Type ◽  
And Control

Purpose This paper aims to explore how manufacturing organisations’ performance measurement and management (PMM) systems are evolving when digital technologies (DTs) are deployed. It focusses on the operational level, asking whether DTs are used to promote command-and-control or empowerment-oriented performance management. Design/methodology/approach The findings are based on a single case study from a department of a Norwegian electrochemical plant. The department recently implemented a performance measurement system (PMS) supported by DTs to capture, analyse and visualise close-to-real-time performance data on individuals and teams. The authors analysed both the management practices associated with the new PMS and how those related to other PMM-subsystems in the organisation. Findings When seen in isolation, the new PMS was used to promote empowerment and operators reported a significant increase in perceived psychological empowerment. However, other parts of the organisation’s PMM system remained control-oriented, so that the overall balance between control and empowerment remained stable. Practical implications New PMSs might be added to support local needs and create arenas for empowerment without disturbing the overall balance in the PMM system. Originality/value Building on the insights from the case study, the authors propose that DTs may be deployed to promote both command-and-control and empowerment within different PMM subsystems in the same organisation. Hence, the deployment of DTs is likely to have contradictory effects, which are best understood through a “system of systems” perspective on PMMs.

Managing Vulnerability and Uncertainty

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Rhea ALEXANDER ◽  
Sarah JONES ◽  
Vinay Kumar MYSORE
Keyword(s):  
Organizational Culture ◽  
Management Practices ◽  
Core Competencies ◽  
Building Design ◽  
Team Members ◽  
Non Profit ◽  
Iterative Design ◽  
The Core ◽  
New Employee

This case study explores building design competencies and a design-driven organizational culture within an American healthcare non-profit. With a staff are primarily from the healthcare space, as well as some in banking and sales, we look at how the staff has adapted to working within a design-driven organization. By applying iterative design methods and embracing innovation and uncertainty we observe how the organization’s founder has helped guide team members through a process of discomfort and vulnerability within an experimentally-driven and human-centered organization.Using interviews with employees and the founder at various points in new employee on-boarding processes we chart a transformational arc over six months. The learnings to share include both the universal and the particular: what are the core competencies to develop in all organizational members, and what are the specific and different ways competencies can take form. From building explicitly shared languages to facilitated sensemaking this case study offers an opportunity to share new and developing practices for embedding design-driven innovation and management practices in new fields and contexts.

Performance management, budgeting, and legitimacy‐based change in educational organisations

2009 ◽  
Vol 5 (2) ◽  
pp. 168-196 ◽  
Author(s):  
Carolyn Fowler
Keyword(s):  
New Zealand ◽  
Performance Management ◽  
Primary Education ◽  
Management Practices ◽  
Policy Implications ◽  
Content Type ◽  
Reporting Practices ◽  
Study Approach ◽  
And Performance ◽  
And Control

PurposeThe purpose of this paper is to document the types of and any changes in the budgeting and performance management practices of New Zealand primary educational organisations and explain why they occurred using an institutional theory framework. In doing so, it will provide an understanding of past budgeting and performance measurement and reporting practice, as well as consider the policy implications for the contemporary public‐provided primary education system.Design/methodology/approachThe paper uses a historical archival‐based case study approach.FindingsThe historical evidence suggests that from 1844 until 1859 budgeting and performance management practices in educational organisations changed as the provision and control of education moved from not‐for‐profit community‐based organisations to become a predominantly public function. The budgeting, inspection and performance management practices and changes observed in the primary education providers were directly related to their need to obtain legitimacy and procure resources.Practical implicationsThe detailed information regarding historical budgeting and performance management practices provides rich background material for researchers as well as suggesting that split responsibility and control between the community and government for education creates a tension between the two controlling bodies.Originality/valueThis paper is the first study of internal accounting and performance reporting practices in a mid‐nineteenth century New Zealand education context.

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