publication . Article . 2009

Managing Career Development in the Not for Profit Sector

Maher, Chi;
Open Access English
  • Published: 01 Oct 2009
This paper provides a report on a pilot study that was conducted to inform a DBA research project. It will investigate employee perceptions of their career development in the not-for-profit (NFP) sector. Theoretical and empirically based literature searches were conducted on career development for this study. Some researchers argue that the old career model (which involves an employee working for an organisation and committed to the organisation and in turn, the organisation offers the employee job security and career progression) has been changing towards a new career concept.1 This suggests that individual employees rather than the organisation are taking resp...
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1 Robinson, S. L. Kraatz, M.S., Rousseau, D.M. (1994), 'Changing obligations and the psychological contract: a longitudinal study', Academy of Management Journal, Vol.37 No.1, pp.137-52.

2 DeFillippi, R.J., Arthur, M.B. (1994), 'The boundaryless career: a competency-based perspective', Journal of Organizational Behaviour, Vol. 15 pp.307-24 3 Blau, P. (1964), Exchange and Power in Social Life, Wiley, New York, NY 4 Kendall , J. (2003), The Voluntary Sector, Routledge, London.

5 Ibid.

6 Schepers C., De Gieter, S., Pepermans, R., Du Bois, C., Caers, R., & Jegers, M. (2005). 'How Are Employees of the Nonprofit Sector Motivated?' Nonprofit Management & Leadership, 16, 2, 191-208.

7 Light, P. (2002), 'The content of their character: the state of the non-profit workforce', The Non-profit Quarterly, vol. 9. 3. p. 6 -16.

8 Ibid.

9 Tonkiss, F. and Passey, A. (1999) ;'rust, confidence and voluntary organisations: between values and institutions', Sociology, vol. 33 No2, p.2557 -274.

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