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Evaluation of a position in a non-profit organisation: employee attitudes and monetary indicators of effectiveness

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  • Kimberly S. Wilson
  • Anupama Narayan

Abstract

Little attention has been paid to the assessment of a single position and the value it brings to a non-profit organisation and its employees. The purpose of this case study is to develop a method for evaluating the effectiveness of a support-focused position and examine the position's impact on employee attitudes. This method uses a strategic job-modelling framework coupled with 360-degree feedback and principles from utility analyses. Eighteen employees were interviewed and 118 questionnaires were collected. Results indicate that employees perceived position effectiveness and a positive return for the organisation. Perceptions of effectiveness positively related to job attitudes (i.e., job satisfaction, engagement, perceived organisational support). Such a position appears to have led to positive economic returns on investment. In the absence of objective indicators, human resource practitioners can use this model to estimate the perceived effectiveness of a position and its relationship to job attitudes.

Suggested Citation

  • Kimberly S. Wilson & Anupama Narayan, 2016. "Evaluation of a position in a non-profit organisation: employee attitudes and monetary indicators of effectiveness," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 16(1/2), pages 67-81.
    • Handle: RePEc:ids:ijhrdm:v:16:y:2016:i:1/2:p:67-81
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    Cited by:

    1. Donghun Yoon, 2021. "How Can Personnel Performance Evaluation Systems Be Improved?," SAGE Open, , vol. 11(1), pages 21582440209, January.

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