Descriptive Profile of Nonprofit Organisations Surveyed According to Employees

Organisational performance

• Nonprofit employees perceived a number of positive aspects in their workplaces including:
  
  • a moderate amount of feedback and support from supervisors
  • report fairly low levels of overload and enjoy reasonably good role clarity, so they are not overly stressed in terms of completing their jobs
  • report high levels of helping their teams and organisations to achieve goals
  
  
• Nonprofit employees perceived a number of less positive characteristics in their organisations including:
  
  • Low levels of recognition and rewards
  • Low perceptions of learning and development opportunities
  • Low perceptions of participation in decision making

Recommend addressing recognition and non-financial rewards, providing more learning opportunities (such as supporting training costs) and engaging employees in:

Organisational change

• Employees reported moderately perceptions of small changes in the workplace and moderate level of large workplace changes


• However employees also reported low perceptions of being communicated with about change.


• Employees reported moderately high levels of openness to change indicating that they are well positioned to manage and deal with change.
  
  • Recommend organisations can tap into this openness and engage employees in the change process to improve change efforts

Organisational culture

Nonprofit employees perceive their organisations to be predominantly described in terms of altruistic, goal-oriented and process-oriented values. Overall, values related to creativity and innovation, and employee concerns and morale were rated lowest.

Within work units, there was a greater emphasis on employee concerns and morale, along with a goal orientation and altruism.

Satisfaction

Nonprofit employees reported:

• Moderately high levels of commitment to the organisation
• High levels of job satisfaction
• Low levels of intentions to leave