please reply of at least 250 words (not to exceed 300 words) to this post. Reply must incorporate at least two scholarly citation(s) from at least 2 peer-reviewed journal articles in the current APA f

please reply of at least 250 words (not to exceed 300 words) to this post.

Reply must incorporate at least two scholarly citation(s) from at least 2 peer-reviewedjournal articles in the current APA format. Each source can only be cited once and must be fromdifferent sources to the main thread and the other reply. Any sources cited in the replies mustalso have been published within the last five years

Workforce Retention in the Non-Profit Sector

            The general problem to be addressed is an increase in workforce retention in the non-profit sector resulting in the sustainability of employees, whether paid or volunteer. Bortnowska and Seiler (2024) indicated employee motivation is related to Self-Determination Theory (SDT) and was a significant factor on organizational behavior and sustainability whether in for-profit or non-profit organizations. Research by Benevene et al. (2024) acknowledges there are differences between sustainability of employees in non-profit organizations and the motivation impact to the workforce. Finally, Hopkins and Dowell (2021) stated workforce motivation is driven differently contingent upon whether it is a paid employee or volunteer in the non-profit sector and contributes to retention. The specific problem to be addressed is workforce retention with paid employees or volunteers within the non-profit sector resulting in more motivated employees.

Sampling

            In the research conducted by Bortnowska and Seiler (2024) the sampling size of participants was limited to responses of volunteer survey completion and one geographic area. In a literature review of 13 articles, Benevene et al. (2024) identified how leadership influenced volunteer motivation and correlate it to workforce retention. Within the research conducted by Hopkins and Dowell (2021) a citizenship survey was used with participants to review the relationship between the age of non-profit was analyzed in relation to motivation and retention.

Research Paradigm

            In review of the research, pragmatism responds well to the constant review for motivation in connection with motivation and retention. In the pragmatism research paradigm, it is indicated that there are unpredictable situations and constant change, as well as combining multiple methods to obtain an outcome. In this space, it pairs well with employee and volunteer motivational changes and connections to retention.

Bias

            In the research, the authors have examined the connection between employee or volunteer motivation and retention, however, there were biases that contributed to the sampling to form the research. Limited sampling size and geographic stretch, individual responses reflecting all and age of participants influenced the direction in which the research was successful. Additional bias was acknowledged by the researchers in the findings to allow for better sampling and responses.

Leading Theory

            The research conducted leans toward a blend of theories related leadership styles that directly impact employee motivation. Self-Determination Theory (SDT) by Bortnowska and Seiler (2024) when used within an organization, can influence the employee or volunteer to be positively or negatively motivated, which can directly impact retention. A blend of leadership types, theories and characteristics were provided by Benevene et al. (2024) which also outlines how employee and volunteer impact is relevant.     

Biblical Integration

            The Bible is an example of employee and leadership structure and how it can influence each other for motivation and retention. In Ephesians 6:7-8 (English Standard Bible, 2001) it reiterates the correlation between who is doing the work, why it is being completed and the purpose behind the work. Also in the Bible, Colossians 3:23-24 (English Standard Bible, 2001) provides the outline of purpose behind the work and why the motivation is important for the impact. Finally, Matthew 7:12 (English Standard Bible, 2001) how the treatment of others is important and relevant in how to motivate for success.

Conclusion

            In conclusion, employees and volunteers are the driving force in non-profit success. Differences of leadership and expectations can determine outcomes of motivation and through motivation of the employees and volunteers that impacts overall success of workforce retention. While further research should be conducted on non-profit sectors in various geographic regions, there is a baseline correlation between motivation and retention.

References

Astakhova, M., McKay, A., Doty, D., & Wooldridge, B. (2024). Does one size fit all? The role of job characteristics in cultivating work passion across knowledge, blue-collar, nonprofit, and managerial work. Human Resource Management, 63(3), 443-462. https://doi.org/10.1002/hrm.22210Links to an external site.

Benevene, P., Buonomo, I., Pansini, M., & D’Anna, F. (2024). Leadership and volunteers’ experiences in nonprofit organizations: A systematic literature review. TPM, 31(4), 589-606. https://doi.org/10.4473/TPM31.4.10Links to an external site.

Bortnowska, H., & Seiler, B. (2024). Organisational citizenship behaviours and work motivation of employees in for-profit, public and nonprofit organisations. Scientific Papers of Silesian University of Technology: Organization and Management Series, 211, 9-32. http://dx.doi.org/10.29119/1641-3466.2024.211.1Links to an external site.

Buckley, C., & Castro Jorge, M. F. (2024). Upskilling for the Modern Workplace: A Case Study on the Most Effective Training Methods and Tools for Bridging the Skills Gap. International Journal of Advanced Corporate Learning, 17(4), 94–108. https://doi.org/10.3991/ijac.v17i4.51277Links to an external site.

Despard, M. (2023). Promoting Staff Financial Well-Being in Human Service Organizations: The Role of Pay, Benefits, and Working Conditions. Human Service Organizations: Management, Leadership & Governance, 47(5), 404–421. https://doi.org/10.1080/23303131.2023.2253862Links to an external site.

English Standard Bible. (2001). Crossway Bibles.

Fairfax, B., Blau, G., & Hill, T. L. (2023). Exploring Variables Impacting on Employee Willingness to Accept Lower Pay for a Preferred Employer Attribute: Generation, Gender, Race, and Salary. Journal of Behavioral & Applied Management, 23(2), 84–93. https://doi.org/10.21818/001c.84552Links to an external site.

Hopkins, B. & Dowell, D. (2021). Recruitment and retention in not-for-profit organisations: Tailored strategies for younger and older volunteers. Employee Relations: The International Journal, 44(1), 259-273. https://doi.org/10.1108/ER-10-2020-0450Links to an external site.

Huang, L. (2023). How happy are people as they work in nonprofit organizations? Journal of the Asia Pacific Economy, 28(2), 351-373. https://doi.org/10.1080/13547860.2021.1956110Links to an external site.

Nonprofit earnings and sectoral employment in the United States since 1994. (2024). Monthly Labor Review, 1–37. https://doi.org/10.21916/mlr.2024.16Links to an external site.

Otto, E., & Dunens, E. (2021). Imparting the Skills Employers Seek: Community-Engaged Learning as Career Preparation. Journal of Community Engagement and Higher Education, 13(1), 39–56.