"Nonprofit organizations owe it to their staff members to train them and develop their careers. […] the advancement of a nonprofit's mission requires staff training (that includes volunteers) at all levels and in all skills. Human resource development is the only way to sustained viable programming. That makes training an intrinsic component of strategic management, the very best means to changing the skills, knowledge and attitude of staff" (Chehade and Jassemm, 2010).
Employees in the not-for-profit sector often accept the lower salary in exchange for several other non-financial benefits, like the training opportunities, but also for benefits such as flexibility or autonomy. Nevertheless, this acceptance of the lower pay in exchange for flexibility and independence is often coupled with the belief of the employee in the cause of the organization.
"Not-for-profits […] usually offer non-economic rewards, such as flexibility and independence. The lower salary accepted by the not-for-profit employees is a 'donation' of time -- given because of the employees' commitment to the cause" (Newlands and Hooper, 2009).
The same opinion regarding the importance of a shared vision and mission with the firm is also supported by other sources, such as the Wellesley Center for Work and Service (2010). The editors at the firm argue that a crucial element as to why the individuals will work for a not-for-profit agency is because they share the same commitment to a better world, as the agency does. Additionally, according to the same source, they are drawn to the field as it presents them with benefits such as more vacation time or the ability to participate to various programs.
"Not-for-profit staff members share a commitment to the mission of the organization with their colleagues. While not-for-profits typically pay less than for-profit organizations, often they offer more benefits such as increased vacation time, the opportunity to attend programs at no cost, or a more casual working environment. Frequently, and particularly in small not-for-profits, staff members are asked to perform a variety of tasks" (Wellesley Center for Work and Service, 2010).
Finally, another important point is made by Pamela J. Wilcox (2006), who argues that stress and low pay are important elements in the decision to leave employment in the non-profit sector, but she believes that an even more important role is played by the inadequate organizational culture:
"A huge reason for the high turnover of nonprofit staff is a work culture that is at best discouraging to creative, talented professionals and at worst actually toxic to worker productivity. This same culture often extends to volunteers. Nonproductive committees, unclear volunteer roles and weak volunteer boards stimulate the same kind of turnover of bright, talented volunteers. All in all, the nonprofit work culture often serves as a catalyst for the exodus of the best and brightest from the ranks of the organization" (Wilcox, 2006).
To pin point to the most important sources of attraction towards the not-for-profit sector, the following are relevant:
The ability to conduct meaningful and socially important work which does not focus on profits
The ability to directly witness the impact of the work completed
Increased levels of flexibility
A more casual working environment which reveals more sincere relationships and collaborations between colleagues
Higher levels of responsibility which allow the employees to prove their worth
A highly integrated organizational culture focused on the same core values
Increased benefits. In spite of the low salary accepted, the employees will be presented with other benefits, such as more vacation time, health insurance for the employee and their families, retirement plans and so on (Joiner and Busse, 2010).
In spite of the proven fact that firms in the not-for-profit sector pay their employees less than the firms in the for-profit sector, recent studies have indicated the sustainable increase of the not-for-profit field. This in essence means that the popularity of the sector has grown, and so has its economic strength. Between 1990 and 1995 for instance, the employment in the not-for-profit sector in the United States, Germany, France, the United Kingdom, Belgium, Japan and Israel has increased by 24 per cent (Anheier, 2003). This in turn increases its ability to pay higher wages and as such stimulates decisions to seek employment in the sector.
5. The role of education
The not-for-profit sector is characterized by the fact that it employs numerous highly educated people, this indicating the need to address the role of education from several angles, as follows:
a) Education and the belief in the organizational core values and mission
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