Home > Research > Publications & Outputs > Performance Management in the Not for Profit Se...

Research

Links

Text available via DOI:

Keywords

View graph of relations

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

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published

Standard

Performance Management in the Not for Profit Sector with Reference to the National Trust for Scotland. / Davenport, Jeremy; Gardiner, Paul .
In: Total Quality Management and Business Excellence, Vol. 18, No. 3, 2007, p. 303-311.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Davenport, J & Gardiner, P 2007, 'Performance Management in the Not for Profit Sector with Reference to the National Trust for Scotland', Total Quality Management and Business Excellence, vol. 18, no. 3, pp. 303-311. https://doi.org/10.1080/14783360601152517

APA

Davenport, J., & Gardiner, P. (2007). Performance Management in the Not for Profit Sector with Reference to the National Trust for Scotland. Total Quality Management and Business Excellence, 18(3), 303-311. https://doi.org/10.1080/14783360601152517

Vancouver

Davenport J, Gardiner P. Performance Management in the Not for Profit Sector with Reference to the National Trust for Scotland. Total Quality Management and Business Excellence. 2007;18(3):303-311. doi: 10.1080/14783360601152517

Author

Davenport, Jeremy ; Gardiner, Paul . / Performance Management in the Not for Profit Sector with Reference to the National Trust for Scotland. In: Total Quality Management and Business Excellence. 2007 ; Vol. 18, No. 3. pp. 303-311.

Bibtex

@article{bb4c6a520b01454797ab09b538a71fd8,
title = "Performance Management in the Not for Profit Sector with Reference to the National Trust for Scotland",
abstract = "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.",
keywords = "Performance management, not-for-profit sector, motivation, strategic HRM, strategic alignment",
author = "Jeremy Davenport and Paul Gardiner",
year = "2007",
doi = "10.1080/14783360601152517",
language = "English",
volume = "18",
pages = "303--311",
journal = "Total Quality Management and Business Excellence",
issn = "1478-3363",
publisher = "Routledge",
number = "3",

}

RIS

TY - JOUR

T1 - Performance Management in the Not for Profit Sector with Reference to the National Trust for Scotland

AU - Davenport, Jeremy

AU - Gardiner, Paul

PY - 2007

Y1 - 2007

N2 - 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.

AB - 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.

KW - Performance management

KW - not-for-profit sector

KW - motivation

KW - strategic HRM

KW - strategic alignment

U2 - 10.1080/14783360601152517

DO - 10.1080/14783360601152517

M3 - Journal article

VL - 18

SP - 303

EP - 311

JO - Total Quality Management and Business Excellence

JF - Total Quality Management and Business Excellence

SN - 1478-3363

IS - 3

ER -