Strategic Human Resource Management in Ngos: Practices, Challenges, And Opportunities
Main Article Content
Abstract
Socioeconomic development is greatly aided by non-governmental organizations (NGOs), especially in regions where official action may be restricted. In NGOs, strategic human resource management (SHRM) is essential to increasing their sustainability, effectiveness, and efficiency. In this study, SHRM practices at NGOs are examined, common challenges are noted, and opportunities for development are looked into. Using a mixed-methods approach, 180 respondents from different NGOs provided quantitative and qualitative data for the study. While qualitative interviews explore perceived challenges and potential opportunities in SHRM, quantitative analysis focuses on factors like recruiting, employee engagement, training, and development. The findings show that resource limitations, talent retention, and capacity growth are challenges that NGOs confront. Through strategic planning, creative training techniques, and employee empowerment, there are, nonetheless, opportunities to improve HRM procedures. The results provide NGOs with a framework for improving the organizational outcomes of their HR strategy.
Article Details
References
Skhosana, R.M. (2020) ‘The dilemma faced by NPOS in retaining social workers: a call to revisit the retention strategy’, Social Work, Vol. 56, No. 2, pp.109–124.
Abbas, A., Ekowati, D., & Suhariadi, F. (2022). Social perspective: Leadership in changing society. In Social morphology, human welfare, and sustainability (pp. 89-107). Cham: Springer International Publishing.
Akingbola, K. (2012). A model of strategic nonprofit human resource management. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 23(1), 214-240.
Anheier, H. K. (2014). Nonprofit organizations: Theory, management, policy. Routledge.
Anute N, Kabadi S, Ingale D (2019) A Study on Perception of Job Seekers about Digital Marketing Tools Used for Recruitment Process, International Journal of 360 Management Review, Vol. 07, Issue 01, ISSN: 2320-7132, Page no- 499-507.
Azeez Jason Kess-Momoh, S., Tula, B. G., Bello, G. B., Omotoye, G. B., & Daraojimba, A. I. (2023). Strategic human resource management in the 21st century: A review of trends and innovations. World Journal of Advanced Research and Reviews, 21(01), 746–757.
Al-Tabbaa, O., Leach, D., & March, J. (2014). Collaboration between nonprofit and business sectors: A framework to guide strategy development for nonprofit organizations. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 25(3), 657-678.
Barman, E. (2007). What is the bottom line for nonprofit organizations? A history of measurement in the British voluntary sector. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 18(2), 101-115.
Boxall, P., & Purcell, J. (2000). Strategic human resource management: Where have we come from and where should we be going? International Journal of Management Reviews, 2(2), 183-203.
Brown, W. A., & Yoshioka, C. F. (2003). Mission attachment and satisfaction as factors in employee retention. Nonprofit Management and Leadership, 14(1), 5-18.
Dane, E. (2023). Promoting and supporting epiphanies in organizations: A transformational approach to employee development. Organizational Behavior and Human Decision Processes, 180, 104295.
Guest, D. E. (1987). Human resource management and industrial relations. Journal of Management Studies, 24(5), 503-521.
Herman, R. D., & Renz, D. O. (2008). Advancing nonprofit organizational effectiveness research and theory: Nine theses. Nonprofit Management and Leadership, 18(4), 399-415.
Lecy, J. D., & Searing, E. A. M. (2012). Anatomy of the nonprofit starvation cycle: An analysis of the dynamics of scarcity in nonprofit financial health. Nonprofit and Voluntary Sector Quarterly, 44(3), 459-483.
Leete, L. (2000). Wage equity and employee motivation in nonprofit and for-profit organizations. Journal of Economic Behavior & Organization, 43(4), 423-446.
Lewis, D., & Kanji, N. (2009). Non-Governmental Organizations and Development. Routledge.
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.
Mosley, J. E. (2013). Recognizing new opportunities: Reconceptualizing policy advocacy in everyday organizational practice. Social Service Review, 87(2), 292-314.
Salamon, L. M. (2012). The State of Nonprofit America. Brookings Institution Press.
Stolfova, A., & Fajfrlikova, P. (2019). Development of employees’ evaluation and motivation systems in Czech NGO. International Journal of Public Sector Performance Management, 5(1), 26–45.
Vakil, A. C. (1997). Confronting the classification problem: Toward a taxonomy of NGOs. World Development, 25(12), 2057-2070.
Wadhera, R., & Raja, V. (2023). The future of work: Navigating HR challenges in the era of remote and hybrid workforces. Boletin de Literatura Oral-The Literary Journal, 10(1), 2922-2930.
Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295-320.1
