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- 1. Reducing Turn-over and Increasing Job satisfaction National Exchange Club Foundation Organizational Commitment Presented by: Curtis Peterson, MS, Organizational Psychology Executive Director Help Inc, Idaho Falls, ID This presentation and information is made possible from the support and contributions of Dr. Stacy Orr Sprague and Dr. Catherine Kwantes of Walden University
- 3. Causes of burnout and turnover in non-profits ●#1 - Disconnect between staff and administrative and governing bodies ●Non-profits seen as a training ground and a stepping stone to bigger and better things ●Boundaries ●Poor management and supervision ●Poor staff crisis management ●Expectations not met ●Understanding Change
- 4. Causes of turn-over among volunteers ●Unable to respond to unique needs of a volunteer: as a volunteer coordinator for a hospital once explained “sometimes I feel more like a counselor for my volunteers rather than a coordinator”. ●Poor coordination ●Unclear boundaries ●Poor recruitment and screening
- 5. Quick Note About Change Life Magazine 1964 National Institute of Drug Abuse 2006 PAST PRESENT
- 6. Commitment Why do I work so hard? Is it because I want to? Or, is it because I need to Maybe, it is because I should work?
- 7. What Happens when we don’t pay attention to our staff’s commitment to the organization? Burn-out Occupational injury Turn-over Productivity Longevity Drive What happens when we pay attention What Happens when we don’t pay attention Job Satisfaction Commitment
- 8. Personal Fulfillment at work Ethical Behavior Job Challenge Comfort in workplace Degree of autonomy Competency
- 9. Personal = Organizational goals Value Congruency Procedural Fairness Adequate Explanation Role Ambiguity Role Conflict Perceived Justice Successful Organizational Goals
- 12. Organizational investment ●Components of investment ●What are my alternatives? Input Output Examples: Time, education, physical abilities, mental capacities, etc. Examples: Wage, benefits, personal fulfillment, positive social change
- 13. Inhibiting and facilitating change Personal Change Interpersonal Change Institutional Change
- 14. Social support ●Supervisor Support ●Family and friends: relationships at home generally reflect relationships at work High Low Time and stress Performance High supervisor support Low supervisor support
- 15. Administrative Tool Box ●Communication Skills ●Consistency ●Statement should include want, need, and should statements sfaction (Green) & ency of supervisor (red) Job satisfaction (Green) & Consistency of supervisor (red) Time time Honeymoon Hang-over
- 16. Organizational Tool Box for decreasing turn over and increasing Productivity●Pay ●Promotion ●Supervision ●Fringe Benefits ●Contingent rewards ●Operating conditions ●Coworkers ●Nature of work ●Communication
- 17. The End ●Facilitator contact information: oCurtis Peterson, MS 1465 Hoopes Avenue Idaho Falls, ID 83404 (208) 521-2129 or curtis@helpincidaho.org For more information on the presentation go to http://www.helpincidaho.org/exchange.html
Editor's Notes
- This presentation provides techniques on how to increase organizational commitment. Although this presentation focuses mainly on how to increase organizational commitment in order to decrease staff turn-over and increase job satisfaction, OC can be applied to any situation where you are trying to get someone committed to your organization. One such example is fundraising. For Children Advocacy Centers it is not difficult to get people committed to the cause of safety and well-being of children. It is however, a challenge to get people committed to your organization as a tool to help children. By using these concepts, the participant can increase the over all health of their staff and organization and he/she will have simple tools to increase the over all commitment to the organization from community members, potential and current donors and grantors, and other partners within his/her community.
- Consider what situations in your organization creates the conditions for burn-out and turn-over? What does your organization do to increase commitment and satisfaction in your organization?
- Turn-over and burn-out can be caused by a combination of different conditions. According to research the number one cause of burn-out is a perceived disconnect between line or provider staff and administrative staff. Why is turn-over a problem, especially for non-profits? If we take this issue from a fiscal perspective we can look at the cost of replacing and employee. According to a study conducted by economist in 2001 a person with an average salary of $40,000 per year will cost an organization $60,000 to replace once the organizations considers both hidden costs (loss in organizational productivity, loss in current employee investment, etc.) and visible costs (advertising, training costs, etc.) of replacement (Bliss, 2001).
- How can the causes of turn-over just described impact your organization?
- NOTES
- Organizational commitment is the reason and purpose a person, employee, and/or volunteer invests in an organization. There are three distinct types of organizational commitment. Affective commitment answers the question of why an employee wants to be affiliated with an organization. As the word affective indicates, this type of commitment is driven by internal motivational and emotional drives. Individuals often define affective commitment within the contents of how work gives them purpose. Continuance commitment answers the question of need. Often this type of commitment comes from two sources. The first is the inability to identify an alternative to their current organization. The second is continued commitment due to the drop in potential benefits because of what the organization has invested in the person and for what the person has invested in the organization. Normative commitment answers the question why in an individual should be committed to an organization. This type of commitment is derived from social reasons for work and volunteering. A clear example of this type of commitment is a person who takes over a family business out of familial obligation. More often individuals become committed out of a combination of all three types of organizational commitment. An effective organization makes sure their mission statements, investor statements, grant applications, PR messages, volunteer and staff recruitment processes, and management philosophies answer all three questions of want, need, and should. ACTIVITY: Commitment self assessment Myers and Allen Organizational Commitment Survey
- Why do organizations spend time considering the three factors of organizational commitment? Simply because research has shown that paying close attention to individuals commitment to an organization has many benefits. Providing reasons for commitment can increase the attractiveness to grantors and provide not only a reason to provide beginning funding but continue to fund an organization. The majority of research done on organizational commitment has been done with employees. Research by Peterson, Sprague, and Kwantes (2005) indicated that by training staff on how to increase their commitment employees experienced greater job satisfaction and reduced the amount of turn-over within the organization. However, a control group which did not received the training actually saw a reduction in job satisfaction and organizational commitment. In addition to this organizations continued to see the same or more turn-over and indications of burn-out. Are you at risk of burn-out? Signs of burn-out Less energy * Lower productivity * Consistently late for work * Complaining and negativity * Decreased concentration * Forgetfulness * Apathy * Dread of coming to work * Feelings of little impact on co-workers or the organization * Feeling overwhelmed * Tension and frustration Be aware of the two types of burn-out Sniper Car crash
- NOTES Ethical Behavior Job Challenge Conflict in workplace Degree of autonomy Competency (see handout 1)
- Value congruency: The degree to which a person’s personal values meet their experiences he/she chooses to engage. Perceived justice: Is the level fairness a person perceives with a decision from a superior Procedural fairness: the level equality in the administration of procedures and regulations between and within an organization. Adequate explanation: Critical amount of information a person requires to execute a behavior Role ambiguity: The degree to which a role has been defined. Role conflict: Occurs in two ways, either through unclear responsibility between co-worker and the level of congruency between or within job responsibilities NOTES
- NOTES:
- See Handout 2 NOTES:
- Components of investment Input should be less than output. Efficiency is the ability to create more out of less. For example you would not put money in a savings account if the bank took a percentage of your investment out and you received no gain. Nor would you use a savings account if it did not accrue interest, you would simply spend as you received it. SEE HANDOUT 3 What are your alternatives? You know you are a good and valuable employee if you were to be laid off, fired, or quit your job today and were able to start another job with a different organization the next day.
- NOTES
- What is meant by supervisor support? How to “home relationships” reflect “work relationships”.
- Communication tips: Remember the acronym ENCOURAGE (SEE HANDOUT 4) Body language tells stories People who face one another generally is understood as a sign of liking, whereas turned away from one another usually is a sign of dislike. Superiority is usually communicated by interrupting, leaning back in a chair, moving closer to someone, or sitting while others are standing. Making eye contact implies interest, whereas lack of eye contact indicates disinterest, discomfort, or embarrassment. A person who is speaking while maintaining eye contact are often perceived as powerful and dominant. Raising the head or shoulders is an indication of superiority whereas, lowering the head or shoulders is an indication of inferiority. Touching someone is usually an indication of liking, friendship, or nurturance. Men are more likely to initiate physical contact then women when developing an important relationship. These are very general rules of thumb when it comes to body language, but as in all situations it is important to keep cultural variables in mind. The following are examples of different cultural cues In Japan, bowing is preferred to handshakes. When pointing, in the United States the index figure is used, whereas in the Middle East this is considered rude. In Germany the little figure is used and in Asian countries the whole hand is used for pointing. Sitting with your legs crossed in the United States shows relaxation whereas in Ghana and Turkey it is considered offensive. Consistency
- NOTES: ACTIVITY: Job Satisfaction Survey