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Implementing an employee performance management system in a nonprofit organization

Becker, Karen L., Antuar, Nicholas, & Everett, Cherie (2011) Implementing an employee performance management system in a nonprofit organization. Nonprofit Management and Leadership, 21(3), pp. 255-271.

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Abstract

Nonprofit organizations are not exempt from the imperatives of employee attraction, retention, and motivation. As competition for staff, donors, and funding increases, the need to manage employee performance will continue to be a critical human resource management issue. This article outlines a study of the introduction of a performance management system in an Australian nonprofit organization and analyzes its design and implementation. It explores how performance management can be introduced and used effectively within a nonprofit environment to benefit staff and the organization. However, the use of performance management is not without its challenges, and the research also identified initial employee resistance and a resulting initial spike in labor turnover. However, findings indicate that if nonprofit organizations are willing to undertake consultation with staff and ensure that the organization's specific context, values, and mission are reflected in the performance management system, it can be a useful tool for managers and a direct benefit to employees.

Impact and interest:

5 citations in Scopus
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4 citations in Web of Science®

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ID Code: 41381
Item Type: Journal Article
Keywords: Employee Performance, Management System , Nonprofit Organization
DOI: 10.1002/nml.20024
ISSN: 1048-6682
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Human Resources Management (150305)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Deposited On: 21 Apr 2011 08:50
Last Modified: 11 Aug 2011 00:02

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