Сатыбалдина А.К.
SPECIFICS OF STAFF MOTIVATION IN A NON-PROFIT ORGANIZATION *
Аннотация:
Статья описывает проблему мотивации персонала в некоммерческой организации, предоставляет результаты исследования о том, что мотивирует сотрудников продолжать карьеру в выбранной ими организации и какое влияние это оказывает на эффективность организации
Ключевые слова:
миссия, мотивация, карьера, персонал, эффективность
The problem of staff motivation is relevant for any organization, regardless of the sector and its scope, but it has its own specifics, depending on the nature of the business, the mission of the organization, its management methods and many other factors. As a method of encouraging and retaining staff, it is customary to consider material incentives in the first place. However, the labor market is being transformed, and socio-psychological aspects, such as the mission of the organization, its philosophy, ideology and social responsibility, are becoming increasingly important when choosing an employer. This article discusses the features of staff motivation in a non-profit organization and their impact on overall performance. The object of this study are the employees of a non-profit organization that implements projects in the field of environmental protection. The main mission of the organization is to assist the Central Asian countries in solving their national and regional environmental problems. The organization has 55 employees, 30 of them were selected for the survey. The organization is 19 years old, the average length of service is 2 years. Survey participants were asked to determine for which of the following reasons they work in this organization: • mission orientation • career orientation • lack of other employment options Also, employees answered questions about: • degree of their commitment to the organization • the degree of job satisfaction and pay • personal motivation • opportunities for development • intention to continue working in this organization • their relation to organizational structure Having understood what motivates employees, they can be divided into three groups, depending on whether they remain in the organization because of the mission (mission oriented), because their stay in the organization contributes to their personal career (career oriented), or because at present they do not see other employment options (without options) [1]. The survey results showed that 41% of respondents are ready to continue their work in this organization for the sake of fulfilling its mission, 23% are interested in career growth, and 36% do not leave the organization because they do not have other employment options worthy of their attention. In general, both mission-oriented and career-oriented staff stated to be committed to the organization. They confirmed their job satisfaction, leadership support, and believe that they have good opportunities to develop within the organization, and they are unlikely to leave in the nearest future. It can be assumed that it is beneficial for the management to work with both groups of employees, because they are sufficiently committed, inherently motivated and intend to continue their work in the organization. Investing in the development of both groups of employees is a strategic decision [2]. However, in the above two groups, there are some peculiarities. Mission-focused staff felt more support from the organization than career-oriented ones. The survey showed that the support received from the organization affects higher job satisfaction, reduces stress, increases employee commitment, promotes staff retention, and increases productivity — all of which leads to an increase in the efficiency of the organization. Mission-focused staff showed that they felt more committed to organizations than careerfocused staff. It was determined that a high level of organizational commitment influences staff engagement in work and reduced staff turnover [3]. Mission-focused staff reported a greater degree of job satisfaction than career-oriented staff. It was determined that a high level of job satisfaction reduces absenteeism, which helps to improve organizational performance [4]. For mission-focused employees, there is a predominance of intrinsic motivation over extrinsic, as opposed to career-focused employees. Intrinsic motivation comes from the need to meet personal goals and is closely related to productivity, engagement and innovation. While external motivation is aimed at achieving goals based on the requirements, needs and obligations [5]. Compared to mission-oriented and career-oriented employees, employees who identify themselves in a group of people who have no alternative employment options are in a great deal worse off. These employees reported low commitment to their organization, low intrinsic motivation and job dissatisfaction. They noted that the system in their organization limits their effectiveness, regardless of what they tried to do. In this connection, they feel less support from management than employees focused on mission or career. Despite these differences, “no options” employees work the same number of hours as mission or career-oriented employees. However, the representatives of this group had a higher probability of leaving the organization than the employees targeting a mission or career. Relying on the data obtained, we can conclude that in order to build an effective system of motivation, it is important to take into account the peculiarities of staff motives. Management must be able to adapt their style of motivation to the needs of employees focused on the mission and career, as well as re-engage demotivated employees.
Номер журнала Вестник науки №5 (14) том 4
Ссылка для цитирования:
Сатыбалдина А.К. SPECIFICS OF STAFF MOTIVATION IN A NON-PROFIT ORGANIZATION // Вестник науки №5 (14) том 4. С. 87 - 90. 2019 г. ISSN 2712-8849 // Электронный ресурс: https://www.вестник-науки.рф/article/1366 (дата обращения: 20.04.2024 г.)
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