Motivation in Non-profit Organizations

Paper Summary:

This paper examines the factors that motivate individuals in the non-profit organization. It looks at the primary principles of motivation that are available to leadership in not-for-profits in motivating their staff and discusses the limitations of the not-for-profit organizations in the area of resource availability. The paper also focuses on the specific leadership style and characteristics that best serve the initiative and intent of the not-for-profit mission.

Table of Contents:
Statement Of Problem
Purpose Of Study
Significance Of Study
Expected Outcomes Of Study
Methodology
Criteria
Hypotheses
Introduction
Literature Review
Self-Concept Validations
Goal-Identification Approaches
Required Leadership Skills
Maslow's Theory Of Motivation
Attracting & Retaining The Right People
The Three Factors Of Leadership Motivation
Motivation Of Part-Time And Volunteer Employees
Summary And Conclusion

From the Paper:

"The first hypothesis has been affirmed as being valid in this study in that motivation of full-time, part-time and volunteer employees of the not-for-profit organization requires different considerations and specifically that the volunteer generally is offering their time to the organization because they have a commitment to the goals and mission of the organization therefore these individuals are 'self-motivating' however, the full-time employees and even more so, the part-time employees require the environment to be one in which they are able to become motivated. The second hypothesis of this work has been found to be null in this study in that there is not one specific factor that stands above all others for effective motivation of employees in the not-for-profit organization and in fact, there is not one specific style of leadership motivation which stands as being superior in that it is more about doing the 'right thing' at the 'right time' to motivate not-for-profit employees thereby rendering the third hypothesis in this study null as well."

Sample of Sources Used:

• Daughtry-Weiss, Daniel (2005) Technical Versus Adaptive Leadership. National Resource Center. Compassion Capital Fund. 29 Mar 2005. Online available at: http://www.industrymailout.com/Industry/LandingPage.aspx?id=13799&p=1
• Heifetz, R.A., Kania, J.V., and Kramer, M. Leading Boldly. Stanford Social Innovation Review. Winter, 2004. 21-31.
• Steffen, David (2003) Transformation in Public Health: Catalyzing Meaningful Change Through Adaptive Leadership. Spring 2003 Turning Point.
• Transformational Leadership (2001) What Is? Institute of Work Psychology. Online available at: http://esrccoi.group.shef.ac.uk/pdf/whatis/transformational.pdf
• Wagner, Lilya (2005) Leading Up: Transformational Leadership for Fundraisers. Wiley Publishers. Preview online available at: http://www.wiley.com/WileyCDA/WileyTitle/productCd-0471697184.html

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