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20201005194408research_proposal_part_1.docx
4
NONPROFIT MANAGEMENT ENGAGEMENT
Engagement Among Mid-Level Managers in the Nonprofit Sector
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A significant number of those entering the field of nonprofit work do so for personal reasons; it’s not uncommon for people to say they have a “passion” for the work. Light (2002) found that 41 percent of nonprofit employees have a vested interest in their jobs, often citing inspirational and aspirational motives for their work. When nonprofit workers feel connected to the mission of their organization, they are more likely to remain satisfied and less likely to seek other employment (Opportunity Knocks, 2012). Despite that, as workers move up the managerial ladder, they often find themselves further from the purpose-driven work in which they began their careers. High-level responsibilities force managers to focus on contrasting factors such as the financial implications of budgeting and government funding, and logistical issues like shift coverage and office space. This restructuring of attention can create a disconnect between the job itself and the mission of the organization, leaving managers to question their commitment to the work.
The stressors inherent in management roles, combined with a loss of engagement with the community served, can lead to burnout and turnover (Opportunity Knocks, 2012). Research shows that CEOs often feel disconnected from their work because of conflicting responsibilities and the need to “wear a mask” (Adamson & Axmith, 2003), which can lead to further disengagement (Opportunity Knocks, 2012). The financial burden of turnover is substantial – the cost of replacing an employee is roughly equal to 33 percent of that person’s salary (Sears, 2017) – a cost that significantly affects the bottom line. Being tasked with on-boarding new managers can present further challenges, as training is often more intensive. For this reason, it is crucial for organizations to focus on the engagement of their mid-level managers. The nonprofit sector has historically struggled to fill upper leadership roles (Halpern, 2006) and Baby Boomers, who make up the majority of nonprofit executives (MCMULLEN), are retiring en masse. Without middle managers to move into those roles, organizations will face a substantial dilemma.
While much research has focused on frontline workers and executives, a review of literature shows a gap in studies dedicated on nonprofits’ mid-level management. By addressing the negative factors that affect middle management, organizations will be better equipped to maintain stability. Additionally, it is believed that if managers feel more connected to the mission statement of their organizations, they will be less prone to burnout and better leaders, ultimately improving the quality of services they support (Opportunity Knocks, 2012). Therefore, it is imperative that more research be done to understand engagement of mid-level managers in the nonprofit sector.
References
Halpern, R.P. (2006). Workforce issues in the nonprofit sector: Generational leadership change and diversity. American Humanics. https://bit.ly/3ckLf5D
Light, P. (2002). The content of their character: The state of the nonprofit workforce. Nonprofit Quarterly, 9(3), 6-19.
McMullen, K. and Schellenberg, G. (2003). Job quality in non-profit organizations. Canadian Policy Research Networks. https://eric.ed.gov/?id=ED477401
Opportunity Knocks. (2012). Engaging the nonprofit workforce: Mission, management and emotion. https://www.gcn.org/sites/default/files/ctools/OK_Engaging_the_Nonprofit_Workforce_Report.pdf
Sears, L. (2017) 2017 Retention report: Trends, reasons, and recommendations. Work Institute. https://bit.ly/3cjdh1q
