1. Page 1 ©Voice Project the impact of workplace practices on employee engagement: comparing the nfp and private sector Sophie Laidler p: 02 8875 2807 e: sophie.laidler@voiceproject.com Dr Louise Parkes p: 02 8875 2803 e: louise.parkes@voiceproject.com Dr Monique Crane p: 02 9850 8604 e: monique.crane@mq.edu.au APS 11th Industrial and Organisational Psychology Conference Melbourne, 2-4 July 2015

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

3. 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

4. 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

5. Page 5 ©Voice Project We examined survey results from 651 staff (across 13 organisations) that Voice Project worked with in 2011-13 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

6. 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)

7. 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

8. 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)

9. 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

10. 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)

11. 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

12. 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

13. Page 13 ©Voice Project questions

14. 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), 296-317. doi: 10.1002/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), 141- 164. doi:10.1177/089976400773746373 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), 185-198. doi:10.1080/00049530802579481 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. 375-384). 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, 423-446. doi:10.1016/S0167-2681(00)00129-3 Moore, M. H. (2000). Managing for value: Organizational strategy in for-profit, non-profit and governmental organizations. Nonprofit and Voluntary Sector Quarterly, 29(1), 183-204. doi: 10.1177/089976400773746391 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), 191-208. doi:10.1002/nml.100 references