Agency Mission Statements in Non Profit Sector Literature

Agency Mission Statements in Non Profit Sector Literature ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON Agency Mission Statements in Non Profit Sector Literature There is no limit or requirement for the number of the articles that you need to use. Agency Mission Statements in Non Profit Sector Literature It really depends on your topic and the existing literature. If you find 8 very relevant articles and they have enough information for you to write about for your literature review section, that’s fine too. The abstract of this project is attached below. Feel free to find other references, just add citation, must use some the references enclosed also. 4-6 pages. Note: Social Workers get into field of human services to help people but as promotions occur and one climbs professional growth ladder, the work becomes secondary and quotas, plus keeping funders happy becomes more important than mission statement. This is what I would like to argue. Please find other references to back up research question. research_proposal_part_1.docx burnout_and_turnover_intention_among_social_workers_effects_of_role_stress_job_autonomy_and_social_support.pdf why_social_workers_rema Engagement Among Mid-Level Managers in the Nonprofit Sector Class – Professor (School) XXXX,xxxxxxx,xxxxxxxx,XXXXXX A significant number of those entering the field of nonprofit work do so for personal reasons; it’s not uncommon for people to say they have a “passion” for the work. Light (2002) found that 41 percent of nonprofit employees have a vested interest in their jobs, often citing inspirational and aspirational motives for their work. When nonprofit workers feel connected to the mission of their organization, they are more likely to remain satisfied and less likely to seek other employment (Opportunity Knocks, 2012). Despite that, as workers move up the managerial ladder, they often find themselves further from the purpose-driven work in which they began their careers. High-level responsibilities force managers to focus on contrasting factors such as the financial implications of budgeting and government funding, and logistical issues like shift coverage and office space. This restructuring of attention can create a disconnect between the job itself and the mission of the organization, leaving managers to question their commitment to the work. The stressors inherent in management roles, combined with a loss of engagement with the community served, can lead to burnout and turnover (Opportunity Knocks, 2012). Research shows that CEOs often feel disconnected from their work because of conflicting responsibilities and the need to “wear a mask” (Adamson & Axmith, 2003), which can lead to further disengagement (Opportunity Knocks, 2012). The financial burden of turnover is substantial – the cost of replacing an employee is roughly equal to 33 percent of that person’s salary (Sears, 2017) – a cost that significantly affects the bottom line. Being tasked with on-boarding new managers can present further challenges, as training is often more intensive. For this reason, it is crucial for organizations to focus on the engagement of their mid-level managers. The nonprofit sector has historically struggled to fill upper leadership roles (Halpern, 2006) and Baby Boomers, who make up the majority of nonprofit executives (MCMULLEN), are retiring en masse. Without middle managers to move into those roles, organizations will face a substantial dilemma. Agency Mission Statements in Non Profit Sector Literature While much research has focused on frontline workers and executives, a review of literature shows a gap in studies dedicated on nonprofits’ mid-level management. By addressing the negative factors that affect middle management, organizations will be better equipped to maintain stability. Additionally, it is believed that if managers feel more connected to the mission statement of their organizations, they will be less prone to burnout and better leaders, ultimately improving the quality of services they support (Opportunity Knocks, 2012). Therefore, it is imperative that more research be done to understand engagement of mid-level managers in the nonprofit sector. Agency Mission Statements in Non Profit Sector Literature References Adamson, B. and Axmith, M. (2003). The CEO disconnect: Finding consistency between personal values and the demands of leadership. Ivey Business Journal, 67 (5). 1-7. Halpern, R.P. (2006). Workforce issues in the nonprofit sector: Generational leadership change and diversity. American Humanics. https://bit.ly/3ckLf5D Light, P. (2002). The content of their character: The state of the nonprofit workforce. Nonprofit Quarterly, 9 (3), 6-19. McMullen, K. and Schellenberg, G. (2003). Job quality in non-profit organizations. Canadian Policy Research Networks. https://eric.ed.gov/?id=ED477401 Opportunity Knocks. (2012). Engaging the nonprofit workforce: Mission, management and emotion. https://www.gcn.org/sites/default/files/ctools/OK_Engaging_the_Nonprofit_Workforce_Report.pdf Sears, L. (2017) 2017 Retention report: Trends, reasons, and recommendations. Work Institute. https://bit.ly/3cjdh1 Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10