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An empirical analysis of the effects of human resource management practices on job satisfaction in non-profit

Author

Listed:
  • Ramon Bastida Vialcanet

    () (Universitat Internacional de Catalunya)

  • Frederic Marimon

    () (Universitat Internacional de Catalunya)

  • Lluís Carreras

    () (Universitat Rovira i Virgili)

Abstract

The purpose of this study is to establish a measurement scale for human resource management (HRM) practices in nonprofit organizations and to analyze their impact on the job satisfaction of their employees. The results demonstrate that 8 out of the 20 analyzed variables determine the measurement scale of HRM practices in these organizations. These variables are related to psychological demands, active work and development possibilities, social relations and leadership, and the degree of coherence in the organization with its principles. According to the results, these practices have an impact on job satisfaction in this type of nonprofit organization. The results are significant, given that these organizations employ 9-11.5% of the active population in European Union countries.

Suggested Citation

  • Ramon Bastida Vialcanet & Frederic Marimon & Lluís Carreras, 2015. "An empirical analysis of the effects of human resource management practices on job satisfaction in non-profit," Proceedings of Business and Management Conferences 3005348, International Institute of Social and Economic Sciences.
  • Handle: RePEc:sek:ibmpro:3005348
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    File URL: http://iises.net/proceedings/2nd-business-management-conference-madrid/table-of-content/detail?cid=30&iid=001&rid=5348
    File Function: First version, 2015
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    References listed on IDEAS

    as
    1. Freeman, Richard B, 1978. "Job Satisfaction as an Economic Variable," American Economic Review, American Economic Association, vol. 68(2), pages 135-141, May.
    2. Alina Ileana Petrescu & Rob Simmons, 2008. "Human resource management practices and workers' job satisfaction," International Journal of Manpower, Emerald Group Publishing, vol. 29(7), pages 651-667, November.
    3. Andrew A. Luchak, 2003. "What Kind of Voice Do Loyal Employees Use?," British Journal of Industrial Relations, London School of Economics, vol. 41(1), pages 115-134, March.
    4. John Paul Macduffie, 1995. "Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry," ILR Review, Cornell University, ILR School, vol. 48(2), pages 197-221, January.
    5. Ichniowski, Casey & Shaw, Kathryn & Prennushi, Giovanna, 1997. "The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines," American Economic Review, American Economic Association, vol. 87(3), pages 291-313, June.
    6. Joseph LANFRANCHI & Mathieu NARCY, 2008. "Différence De Satisfaction Dans L'Emploi Entre Secteurs À But Lucratif Et À But Non Lucratif: Le Rôle Joué Par Les Caractéristiques D'Emploi," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 79(2), pages 323-368, June.
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    More about this item

    Keywords

    Human resource management; HRM; human resource practices; job satisfaction; non-profit organizations;

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