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Performance Management in the Not for Profit Sector with Reference to the National Trust for Scotland

Research output: Contribution to Journal/MagazineJournal articlepeer-review

  • Jeremy Davenport
  • Paul Gardiner
<mark>Journal publication date</mark>2007
<mark>Journal</mark>Total Quality Management and Business Excellence
Issue number3
Number of pages9
Pages (from-to)303-311
Publication StatusPublished
<mark>Original language</mark>English


This paper explores the validity of Human Resource Management (HRM) models and business solutions developed in the private sector when applied to the not-for-profit sector. In particular, it explores the role of performance management (PM) in aligning employee effort with corporate goals using the National Trust for Scotland (NTS) as a case study. PM is used by the authors to describe the range of HRM policies and practices focused on managing employee motivation and performance within an organisation. The concept of PM is placed into a broader theoretical context exploring its role in generating and sustaining employee motivation. Within the case study, a model of alignment is used to evaluate the strength of fit between PM within the NTS and a number of strategic critical success factors (CSFs), specifically those relating to desired HRM outcomes. The analysis has highlighted that while intrinsic drivers may be the key to the motivation of those working in the sector; intrinsic motivators should not be taken for granted by senior management. Both policies and management behaviour were identified as key variables that can have a significant positive or negative impact in terms of motivation and performance, regardless of how worthwhile the cause.