The unique factors affecting employee performance in non-profit organisations

Abstract

The research explored unique performance enhancing or inhibiting factors \namong Zimbabwean employees in non-profit organisations in Harare. \nTwo research questions were formulated: “Are there unique work ethics \ninherent in employees in the non-profit sector?” The second research \nquestion is “What unique variables motivate and affect workers in the nonprofit \nsector?” The hypothesis assumed was that “the workplace performance \nof employees in the non-profit sector is affected by and dependent on unique \nfactors that apply in the non-profit sector and not in profit sectors”. \nThe analysis of the research sample identified unique performance factors: \ndemotivation due to the absence of automatic promotions for high performing \nemployees; opportunities for the advancement of employees through a policy \nof competitive recruitment and growth opportunities for local staff who can \napply for international positions within the organisation. \nThe hypothesis was accepted. The researcher recommended that non-profit \norganisations use creative sector-specific approaches to motivate employee \nperformance.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 26 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.