Page 1 ©Voice Project the impact of workplace practices on employee engagement: comparing the nfp and private sector Sophie Laidler p: e: Dr Louise Parkes p: e: Dr Monique Crane p: e: APS 11th Industrial and Organisational Psychology Conference Melbourne, 2-4 July 2015

Page 2 ©Voice Project private sector vs. not-for-profit (nfp) sector

Page 3 ©Voice Project the impact of workplace practices on employee engagement Engagement Rewards Career Opportunities Mission & Values Private Sector Rewards Career Opportunities Mission & Values NFP Sector

Page 4 ©Voice Project 1.Are employees satisfied with their rewards, career opportunities and belief in their organisation? Does this differ across the NFP and Private sector? 2.Do these practices have an equal impact on engagement across both NFP and Private sector? research questions

Page 5 ©Voice Project We examined survey results from 651 staff (across 13 organisations) that Voice Project worked with in Not-for-profit sector sample – 289 employees (70% female) across 8 organisations Private sector sample – 362 employees (48% female) across 5 organisations Participants were randomly selected from a large dataset Gender was used as a control variable, and no differences emerged Organisation size was used as a control variable, and no differences emerged methodology

Page 6 ©Voice Project rewards – nfp vs. private sector e.g., “I am satisfied with the income I receive” Not-for-profit employees were somewhat less satisfied with the rewards provided by their organisation (Mdiff =.2, t(-2.13), p =.03, Cohen’s d =.17)

Page 7 ©Voice Project rewards – nfp vs. private sector (B not-for-profit =.27, p <.001, B private =.49, p <.001) (R 2 =.02, F(1,645) = 20.76, p <.001). The relationship between rewards and engagement was stronger in the private sector than the not-for-profit sector

Page 8 ©Voice Project career opportunities – nfp vs. private sector e.g., “There are enough opportunities to progress in this organisation.” Not-for-profit employees were slightly less satisfied with the career opportunities provided by their organisation (Mdiff =.4, t(-4.39), p <.01, Cohen’s d =.34)

Page 9 ©Voice Project career opportunities – nfp vs. private sector (B not-for-profit =.31, p <.001, B private =.54, p <.001) (R 2 =.03, F(1,645) = 15.33, p <.001). The relationship between career opportunities and engagement was stronger in the private sector than the not-for-profit sector

Page 10 ©Voice Project mission & values – nfp vs. private sector e.g., “I believe in the values of this organisation” Not-for-profit employees were more satisfied with their organisation’s mission and values than employees in the private sector (Mdiff =.4, t(6.54), p <.01, Cohen’s d =.51)

Page 11 ©Voice Project mission & values – nfp vs. private sector (B not-for-profit =.55, p <.001, B private =.63, p <.001) (R 2 <.01, F(1,645) = 1.13, p =.288). The relationship between mission and values and engagement was similar in both the private sector and the not-for-profit sector

Page 12 ©Voice Project 1.A specialised approach may be necessary 2.Private sector organisations may need to reframe their focus on motivating staff to instil a belief within employees around the purpose, values and work done by the organisation lessons

Page 13 ©Voice Project questions

Page 14 ©Voice Project De Cooman, R., De Gieter, S., Pepermans, R., & Jegers, M. (2011). A cross-sector comparison of motivation- related concepts in For-Profit and Not-For-Profit Service Organisations. Nonprofit and Voluntary Sector Quarterly, 40(2), doi: /nml.100 Frumkin, P., & Andre-Clark, A. (2000). When missions, markets and politics collide: Values and strategy in the non-profit human services. Nonprofit and Voluntary Sector Quarterly, 29(1), doi: / Langford, P. H. (2009). Measuring organisational climate and employee engagement: Evidence for a 7Ps model of work practices and outcomes. Australian Journal of Psychology, 61(4), doi: / Langford, P. H. (2010). The nature and consequences of employee engagement: searching for a measure that maximizes the prediction of organizational outcomes. In S. Albrecht (Ed.), Handbook of Employee engagement (pp ). London: Edward Elgar Publishing. Leete, L. (2000). Wage equity and employee motivation in non-profit and for-profit organizations. Journal of Economic Behavior and Organization, 43, doi: /S (00) Moore, M. H. (2000). Managing for value: Organizational strategy in for-profit, non-profit and governmental organizations. Nonprofit and Voluntary Sector Quarterly, 29(1), doi: / Schepers, C., De Gieter, S., Pepermans, R., Du Bois, C., Caers, R., & Jegers, M. (2005). How are employees of the Nonprofit sector motivated? A Research Need. Nonprofit Management and Leadership, 16(2), doi: /nml.100 references