Effects of organisational policies and practices on job satisfaction among employees of international non-governmental organisations (INGOs)
Since International Non-Governmental Organisations (INGOs) gained United Nations’ recognition in the 1950s, they have continued to grow in stature as key global players. Consequently, a lot of research attention has been devoted to the global influence of INGOs and the management challenges that they face. Despite steady increase in the number of research publications that focus on a wide range of INGO issues, employee job satisfaction has yet to receive serious research attention. This study seeks to fill that gap by examining forms and levels of job satisfaction among INGO employees in the United Kingdom and Africa. The study explores the influence of INGO mission, culture, structure and HRM policies and practices on employee job satisfaction. The questions addressed in this research focus on how employees perceive their jobs and the performance of INGOs in executing corporate missions, application of principles and values, working relations between headquarters and field locations and HRM policies and practices. Data collection involved 35 in-depth interviews with employees in various INGOs in the UK and Africa. The secondary method for data collection is questionnaire administration. Findings from this research contribute to what is currently known about job satisfaction in the INGO sector. Interpreting accounts of work experiences through dialectical mechanisms represents a unique and dynamic approach to the study of job satisfaction. Furthermore, the finding that effective application of corporate principles and values remains a critical factor as far as job satisfaction among INGO employees is concerned challenges the thinking that ‘corporatisation’ and ‘professionalization’ have robbed the sector of its values.
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