A motivated volunteer workforce is essential to many nonprofit organizations and the success of the organizational leaders. The purpose of this qualitative single-case study was to explore motivational strategies used by 3 leaders of a nonprofit organization in Minnesota’s Valley X through the conceptual lens of Maslow’s theory of human motivation. Data were collected using semistructured interviews, organizational documents, and online databases. Using thematic analysis, 4 key themes emerged: process strengths, process opportunities, results strengths, and results opportunities. Open communication, appreciation events, building relationships, and recognition and rewards are strategies that nonprofit leaders can use to motivate their workforce, especially their volunteer workforce. By having a highly motived workforce, the organizational leaders will be able to achieve their organizational goals. These findings have implications for positive social change. A motivated workforce can lead to an increase in the leaders of the organization achieving their goals. The more the leaders achieve their goals, the longer the nonprofit will be able to stay in business, continue to employee volunteers, and continue to provide much-needed programs for the communities in which they operate.
|Commitee:||Burrus, Scott, Garfield, Janice, Riedel, Eric|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 79/03(E), Dissertation Abstracts International|
|Subjects:||Business administration, Management, Labor relations|
|Keywords:||Engagement, Leadership, Motivation, Nonprofit, Volunteer|
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