Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices

Sally Coleman Selden · Jessica Elizabeth Sowa

116 citations0/0 files storedHuman Services Organizations Management Leadership & Governance

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Employee Performance and Management Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

Voluntary turnover in nonprofits can present a significant cost, reducing the performance of a nonprofit and challenging its sustainability over time. This study examines voluntary turnover in a sample of human service (HS) nonprofit organizations in eight states, exploring the relationship between the implementation of high performance work practices (HPWP) and voluntary turnover. The findings demonstrate that certain HPWPs, including onboarding, leadership development, compensation, and employee relations, are associated with lower voluntary turnover. The results suggest that human service nonprofits seeking to improve retention should invest more time and resources in developing employees as future leaders and cultivating a positive working environment.

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References

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