The purpose of this study is to explore employee perceptions of pay as part of a talent investment strategy at Penland School of Craft, the largest non-academic craft school in the United States. The study outlines action research completed when funds from a transformational endowment gift were used for employee needs. Study data reflected that structural and pay changes increased employee engagement. Study findings also informed recommendations for a nonprofit strategy to pay living wages connected to costs of living and a pay raise framework that supports different levels of employee development.
|School Location:||United States -- California|
|Source:||MAI 82/1(E), Masters Abstracts International|
|Subjects:||Organization Theory, Labor economics, Labor relations|
|Keywords:||Nonprofit employee pay, Organizational design, Organizational structure, Talent investment|
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