Sarah L. Young, Kimberly K. Wiley, Elizabeth A. M. Searing
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Nonprofit Human Resources: Crisis Impacts and Mitigation Strategies
This study empirically evaluates the relationships between the state and human service nonprofits’ human resources during a crisis. We employ qualitative content analysis to critically assess the experiences of 31 nonprofits that experienced the 2015 to 2017 Illinois Budget Impasse. We evaluated the nonprofits’ strategic human resource management implications through a resource dependency lens at three levels: micro-, meso-, and macro-. Human service nonprofits pull from a toolbox of strategies in surprising ways. Strategy choices were intrinsically linked to the impacts experienced by the individual workers (micro-) and organization (meso-). Micro-level impacts included additional emotional labor and reduced benefits, while meso-level impacts included loss of capacity and short-term planning changes. Finally, the sector-level impacts included a multipronged brain drain of the nonprofit human resource industry. The findings are helpful for nonprofit employees, managers, policy-makers, and anyone concerned about the delivery of social services by nonprofits during crises.
期刊介绍:
Nonprofit and Voluntary Sector Quarterly, the journal of the Association for Research on Nonprofit Organizations and Voluntary Action, is an international, interdisciplinary journal that seeks to enhance the quality of life and general welfare of humanity through effective and appropriate voluntary action by reporting on research and programs related to voluntarism, citizen participation, philanthropy, and nonprofit organizations in societies around the world.