This chapter contains three major sections. Section I provides a conclusion of the thesis by highlighting the areas that are significant. Besides, some necessary measures can be taken by the assembly of Presbyterian Church in Taiwan and Taipei Mental Rehabilitation Association, the two case nonprofit organizations, are given in Section II. Moreover, Section III provides recommendations for future research on this topic.
Conclusions
Nonprofit organizations have played important roles in the society (Salamon
& Anheier, 1996). There has been prosperous research in this field as well. However, there have not been many studies on the management of their employees (Wilbur, Finn, & Freeland, 1994). Not to mention the study on the relationship between employees’ motivation and job satisfaction in nonprofit organizations. In order to foster job satisfaction with proper motivational approaches, there is a need to further explore it. Job satisfaction is associated with many aspects of organizational consequences (Locke, 1984). It is also one of the most important factors for organizational context which improves competitiveness and efficiency (Borzaga &
Tortia, 2006). Job satisfaction in this study is decomposed as the seven facets to be the dependent variables for the first time so as to tell how motivation affect job satisfaction of pay, supervision, fringe benefits, operating conditions, coworkers, nature of work, and communication respectively.
The regression model built by Shih and Chen in this study successfully highlights the significant relationship between motivation and job satisfaction, which caters to the research purpose and allows us to answer the research questions. It
provides a better understanding of the impact of motivation on job satisfaction in religious and non-religious nonprofits. The result shows that both intrinsic and extrinsic have influence on job satisfaction in the assembly of Presbyterian Church in Taiwan and Taipei Mental Rehabilitation Association. However, the non-monetary motivation, including challenge, enjoyment, and outward of job, affects more facets of job satisfaction than pecuniary motivation. In addition, the type of religious or non-religious doesn’t make a difference in many aspects of job satisfaction. Other factors, such as demographic features of employees, do not affect many aspects of job satisfaction in this study, either.
Generally speaking, job satisfaction among employees in the assembly of Presbyterian Church in Taiwan and Taipei Mental Rehabilitation Association reaches to quite a satisfying standard that the mean scores for almost every aspect of job satisfaction is above the midpoint of the scale which is 3, except the job satisfaction of fringe benefits in Taipei Mental Rehabilitation Association. However, job satisfaction of pay is one of the lowest aspects. The mean scores for the assembly of Presbyterian Church in Taiwan and Taipei Mental Rehabilitation Association are 3.09 and 3.00 respectively which just pass the midpoint of the scale, 3. It indicates that though employees in the third sector tend to have high job satisfaction (Benz, 2005; Borzaga
& Tortia, 2006; Mirvis & Hackett, 1983; Speer, 2004), when it comes to pay, their satisfaction is not as high as other non-monetary aspects. McMullen and Schellenberg’s study in 2003 also indicated that 40 percent of the employees in the nonprofit organizations were not satisfied with their salary and fringe benefits; in contrast, only 20 percent of employees in the second sector had dissatisfaction with salary and fringe benefits. It reflects the situation that employees in the nonprofits do be less paid. For example, Preston (1990) found out the wages in nonprofit organizations were generally lower than that in the enterprise by 10 to 15 percent.
As to the difference of job satisfaction between the assembly of Presbyterian Church in Taiwan and Taipei Mental Rehabilitation Association, there is only significant difference in job satisfaction of fringe benefits and nature of work that the assembly of Presbyterian Church in Taiwan has higher satisfaction of fringe benefits and nature of work than Taipei Mental Rehabilitation Association does. It is presumed that the religious characteristic of Presbyterian Church in Taiwan attracts more financial resource in fund raising and brings about more stable finance and fringe benefits provided as well. In addition, the religious faith of Christian seems to strengthen the identification of nature of work in nonprofits. However, this difference existing in two types of nonprofit organizations calls for more attention to explore whether religious atmosphere or other factors contribute to the discrepancy. In other facets of job satisfaction, the type of nonprofits, religious or non-religious, is not the critical factor to result in the difference of job satisfaction.
For using motivation as predicators to job satisfaction of seven facets, employees tend to be motivated by intrinsic motivation and outward in extrinsic motivation which are composed of intangible incentives, such as the challenge of the task, the enjoyment of the work, self-determination, recognition, and constraint by others. However, if certain employees are more pecuniary oriented, they tend to be less satisfied with pay and fringe benefits. Therefore, human resource managers in the nonprofits have to take notice of the motivational structure of their workforce. Light (2002) also proposed that it was suggested for the board and executive directors of nonprofits pay attention to how they managed their human capital, especially the intrinsic and extrinsic rewards practices provided to employees. Besides, if nonprofit organizations fail to supply tailored incentives to foster appropriate motivation, there will be competitive disadvantage (Borzaga & Tortia, 2006). Thus, continuous promotion to keep high motivation with challenge, enjoyment, and outward in
nonprofits is important so as it can raise job satisfaction which is one of the most important factors for organizational context that improves competitiveness and efficiency.
Recommendations for Nonprofits
Based on the result of this study, some measures are made as following for the assembly of Presbyterian Church in Taiwan and Taipei Mental Rehabilitation Association to take in order to boost job satisfaction. Other nonprofits may also take a reference from the following recommendations to help figure out the solution for the pursuit of higher job satisfaction in their organizations.
For the first thing, as indicated by Vinokur-Kaplan (1996), the challenge in the nonprofits was declining. However, the challenge, such as solving complicated tasks, can predict job satisfaction of supervision, fringe benefits, operating conditions, coworkers, nature of work, and communication in the assembly of Presbyterian Church in Taiwan and Taipei Mental Rehabilitation Association. It is suggested that nonprofits should draw more attention to job design and enhance the job enrichment which is beneficial to increase challenge.
Secondly, self-expression and autonomy are important intrinsic motivation which affects job satisfaction negatively in the aspects of supervision and communication. It indicates that if there is an increase in the need of self-expression and autonomy, there is a drop in job satisfaction of supervision and communication. It may reflect that management is more centralization-oriented and the communication flow is not very fluent in the assembly of Presbyterian Church in Taiwan and Taipei Mental Rehabilitation Association. It suggests the nonprofits shift the authority of decision-making downsize in order to make employees have more autonomy, such as self-determination. Besides, the nonprofits can move toward a decentralized
organizational structure to improve efficiency and openness of communication flow.
A democratic leadership is also recommended for leaders in nonprofits to adopt.
Moreover, recognition of workers’ efforts, one of the important elements in extrinsic motivation of outward, is not frequent in most organizations. Only a small number of employees with super achievement could obtain recognition or praise (Wiley, 1997). However, the present study indicates the more employees consider the significance of recognition, the more they are dissatisfied with supervision. It suggests that supervisors in the nonprofits should not be too stingy in giving recognition to their subordinates. Recognition of employees’ performance may not cost much but contribute to job satisfaction of supervision.
In addition, workers’ motivation of candidates applying for working in nonprofit organizations should also be screened during the recruiting process. For example, the present study indicates that solving complex tasks can predict many aspects of job satisfaction, including supervision, fringe benefits, operating conditions, coworkers, nature of work, and communication. Applicants with such kind of characteristics in intrinsic motivation should have the priority to be sifted out. In this way, job satisfaction can be arisen, too.
Last but not least, an effective compensation program should be adopted by the assembly of Presbyterian Church in Taiwan and Taipei Mental Rehabilitation Association. The result of this study indicates that pecuniary motivation has an impact on job satisfaction of pay and fringe benefits. The more employees are motivated by compensation, the more they are not satisfied with pay and fringe benefits. In order to raise job satisfaction of pay and fringe benefits in nonprofits, a compensation package with reasonable salary should be designed.
Recommendations for Future Study
Research on the relative topic that studies on the impact of motivation on job satisfaction was few and far between. Borzaga and Tortia’s study (2006) was one of them. One of the reasons why there was not much study on it may be that the relationship between motivation and job satisfaction was not confirmed. Through the result of regression model built in this study, we can tell that workers’ motivation can predict the variance of job satisfaction to quite a high standard in nonprofit organizations that the R² of each model at least reaches above (.90). Therefore, it is recommended for future study to further explore how motivation influences job satisfaction with more samples in different types of organizations. In this way, a comparative study can be done to provide useful information about the relationship between motivation and job satisfaction in religious nonprofits, non-religious nonprofits, and for-profit organizations. Relative management strategies can be made from the results as well.
Moreover, it is suggested that the researchers break down the overall job satisfaction into several facets. According to Borzaga and Tortia’s study (2006), they proposed that workers motivated by economic interests were less satisfied with job as a whole. However, the present study shows there is significantly negative relationship between pecuniary motivation and job satisfaction of pay and fringe benefits only rather than every facet of job satisfaction. It indicates that though many researchers claimed that nonprofit organizations had high standard of job satisfaction (Benz, 2005;
Borzaga & Tortia, 2006; Mirvis & Hackett, 1983; Speer, 2004), employees may be dissatisfied with certain aspects of job satisfaction. Therefore there is a need to break down job satisfaction into various facets so that we are able to tell the distinguished relationship between motivation and different facets of job satisfaction. If we decompose the facets of job satisfaction in the future study, a more tailored
relationship between motivation and job satisfaction of different aspects can be obtained. Consequently, more proper motivation incentives can be stemmed from to boost job satisfaction.
Besides, a longitudinal study is suggested to conduct so as the cause and effect relationship between motivation and job satisfaction can further be confirmed. Time series data is helpful to exam the causality of motivation on job satisfaction.
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