Significant Drivers of Nonprofit Employee Outcomes

All measures were analysed using multiple regression determine the key workplace drivers of employee performance, satisfaction, and health.

Performance

• Higher levels of employee organisational commitment were reported by those who identified a strong corporate organisation, those who perceived a that their role was clear, and that that perceived more large-scale change.


• Higher helping behaviours towards co-workers were reported females in general, those who earned more, and those who perceive good volunteer relationships.


• Higher helping behaviours towards the organisation were reported by those perceiving poor change communication, people who perceived good volunteer relationships, employees that report highly identifying with the organisation, and those that felt their role was quite clear.


• Those perceiving work unit cultures higher in innovation, goal-orientation, and/or lower in a process-orientation were more likely to help coworkers.

Employee Health

• Better health was reported by those that independently perceived higher levels of recognition and rewards; favourable volunteers relations; a clear job role; those that experienced lower levels of role conflict; that were not overloaded in their job.


• Low perceiving low concern for employees at the work unit organisational culture level were more likely to report lower levels of self-reported psychological health.

Job Satisfaction

• Higher job satisfaction was independently predicted by predicted by better volunteer relations; higher perceptions of a clear role; higher level of organisational identity; higher levels of recognition and rewards


• Those perceiving higher concern for employees at the work unit or organisational culture levels were more satisfied with their jobs.

Turnover

• Employees were more likely to leave the organisation if they were younger; were better paid; perceived negative volunteer relations; and felt lower levels of recognition and reward.


• Those perceiving low concern for employees at the work unit organisational culture level were more likely to intend to leave the organisation.

Openness to Change

• Those perceiving higher levels of change communication, with higher organisational identities, and/or lower levels of overload were more open to change.


• Those perceiving a higher level of employee concern in the organisational culture were more open to change.