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Nonprofit Employee Engagement Model

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Employee Engagement in Nonprofit Organizations

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Abstract

The need for nonprofit organizations to deploy employee engagement as the core of their human resource strategy cannot be over-emphasized. With the understanding of the multidimensional factors, the antecedents, and benefits of employee engagement at the back of our minds, the logical question is, what are some of the models of employee engagement that could bring these elements together to guide the planning, implementation, and evaluation of employee engagement in a nonprofit organization? This chapter presents a conceptual model for effective employee engagement in nonprofit organizations. The model highlights the core components of employee engagement rather than a linear process and draws on theoretical perspectives that have been used to explain employee engagement in nonprofit organizations.

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Author information

Authors and Affiliations

  1. Lakehead University, Orillia, ON, Canada

    Kunle Akingbola

  2. University of Rhode Island, Kingston, RI, USA

    Sean Edmund Rogers

  3. Freeman College of Management, Bucknell University, Lewisburg, PA, USA

    Melissa Intindola

Authors
  1. Kunle Akingbola
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  2. Sean Edmund Rogers
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  3. Melissa Intindola
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Corresponding author

Correspondence to Kunle Akingbola .

Discussion Questions

Discussion Questions

  1. 1.

    Describe the revised JD-R model that included nonprofit factors

  2. 2.

    How would you explain the differences between job and organization engagement in the context of nonprofit organizations?

  3. 3.

    Is a conceptual model of nonprofit employee engagement necessary? Why can’t nonprofits use the same model as organizations in other sectors?

  4. 4.

    What are the main findings of Selander’s (2015) research?

  5. 5.

    What are the main findings of Akingbola and van den Berg’s (2019) research?

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Akingbola, K., Rogers, S.E., Intindola, M. (2023). Nonprofit Employee Engagement Model. In: Employee Engagement in Nonprofit Organizations . Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-08469-0_3

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