Evaluation of a position in a non-profit organisation: employee attitudes and monetary indicators of effectiveness

Kimberly S. Wilson and Anupama Narayan

International Journal of Human Resources Development and Management, 2016, vol. 16, issue 1/2, 67-81

Abstract: Little attention has been paid to the assessment of a single position and the value it brings to a non-profit organisation and its employees. The purpose of this case study is to develop a method for evaluating the effectiveness of a support-focused position and examine the position's impact on employee attitudes. This method uses a strategic job-modelling framework coupled with 360-degree feedback and principles from utility analyses. Eighteen employees were interviewed and 118 questionnaires were collected. Results indicate that employees perceived position effectiveness and a positive return for the organisation. Perceptions of effectiveness positively related to job attitudes (i.e., job satisfaction, engagement, perceived organisational support). Such a position appears to have led to positive economic returns on investment. In the absence of objective indicators, human resource practitioners can use this model to estimate the perceived effectiveness of a position and its relationship to job attitudes.

Keywords: employee attitudes; work engagement; perceived organisational support; POS; non-profit organisations; 360 degree feedback; organisational surveys; job satisfaction; position effectiveness; return on investment; ROI; performance appraisal; monetary indicators; effectiveness preceptions; case study; strategic job modelling; human resource management; HRM. (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:16:y:2016:i:1/2:p:67-81

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