An Empirical Study on the Impact of HRD Practices on NPOs in Utilizing Foreign Contributions Received
Main Article Content
Abstract
Nonprofit organizations in India represent a significant portion and they make a strong contribution to the economic wellbeing of our country. The human resources are vital for achieving the sustainable growth and development of organization. Firstly, objective is to analyze the workforce perception of NPOs towards the HRD practices of NPO. Secondly, the amount of FCR and FCU by NPOs are analyzed and compared. Thirdly, the efficiency of NPOs is measured based on their HRD practices. Lastly the impact of HRD practices on the efficiency of NPOs are measured. Based on the objective’s hypothesis were formulated and tested. The study found that the NPO’s workforce has positively perceived HRD practices followed in their organization. The respondents have agreed and given a positive opinion towards the HRD practices viz., appraisal system, Training and development, career development and recognition, and organizational environment followed in their organizations. The study found that HRD practices have a significant positive impact on the development of NPOs in Karnataka. Large-sized NPOs are generating larger amount, whereas small-sized NPOs are acquiring lesser number of foreign contributions. NPOs with better HRD practices are efficient in utilizing the foreign contributions received by them. The efficiency of the NPOs increases as they adapt better HRD practices, and the efficiency of NPOs decrease as they ignore HRD practices.
Downloads
Article Details

This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License.
References
Akingbola, K. (2006). Strategy and HRM in nonprofit organizations: evidence from Canada The International Journal of Human Resource Management, 37–41. https://doi.org/10.1080/09585190600964350
Alfes, K., Antunes, B., & Shantz, A. D. (2016). The management of volunteers – what can human resources do?? A review and research agenda. The International Journal of Human Resource Management, 1–36. https://doi.org/10.1080/09585192.2016.1242508
Anheier, H. K. (2000). Managing non-profit organisations: Towards a new approach. Civil Society Working Paper 1, (January), 21. https://doi.org/0753013436
Ben-Ner, A., & Ren, T. (2015). Comparing workplace organization design based on form of ownership: Nonprofit, for-profit, and local government. Nonprofit and Voluntary Sector Quarterly, 44(2), 340-359.
Brown, W. A., & Yoshioka, C. F. (2003). Mission attachment and satisfaction as factors in employee retention. Nonprofit management and leadership, 14(1), 5-18
Chang, W. W., Huang, C. M., & Kuo, Y. C. (2015). Design of employee training in Taiwanese nonprofits. Nonprofit and Voluntary Sector Quarterly, 44(1), 25-46. https://doi.org/10.1177/0899764013502878
Cunningham, I. (1999). Human resource management in the voluntary sector: Challenges and opportunities. Public Money and Management, 19(2), 19-25.
Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management journal, 39(4), 949-969.
Danileviciute,G.(2015).Work engagement in nonprofit organizations,Doctoral dissertation, Aarhus University School Of Business And Social Sciences Department Of Business Administration
Davies, T. R. (2016). Understanding non-governmental organizations in world politics: The promise and pitfalls of the early ’science of internationalism. European Journal of International Relations, 233–240. https://doi.org/10.1177/1354066116679243
Dolai, D. (2015). Perception of Employees on HRD Climate in Insurance Sector?: Publicvs . Private,Paripix-Indian Journal of research (July), 328–330.
Dolnicar, S., & Lazarevski, K. (2009). Marketing in non-profit organization: an international perspective. International Marketing Review, 26(3), 275–291. https://doi.org/10.1108/02651330910960780
Fowler, D. S. (2020). A Case Study of Organizational Performance and Improvement Suggestions Within the Nonprofit Religious Services Sector: A Human Resource Development Approach. Performance Improvement, 59(8), 6-11.
Galle, B., & Walker, D. I. (2016). Donor Reaction to Salient Disclosures of Nonprofit Executive Pay: A Regression-Discontinuity Approach. Nonprofit and Voluntary Sector Quarterly, 45(4), 787–805. https://doi.org/10.1177/0899764015609728
Gamm, L., & Kassab, K. (1983). Productivity Assessment of Volunteer Programs in Not-for-Profit Human Services Organizations. Journal of Voluntary Action Research, 12(3), 23–38.
Gardner, J. R. (1987). The Ethics and Responsibilities of the Not-for-profit Manager. Nonprofit and Voluntary Sector Quarterly, 16(4), 6–14. https://doi.org/10.1177/089976408701600403
Goulet, L. R., & Frank, M. L. (2002). Organizational Commitment across Three Sectors: Public, Non-profit, and For-profit. Public Personnel Management, 31(2), 201–210.
Haley-Lock, a., Berman, D., & Timberlake, J. M. (2013). Employment Opportunity for Workers Without a College Degree Across the Public, Nonprofit, and For-Profit Sectors. Work and Occupations, 40, 281–311. https://doi.org/10.1177/0730888412475070
Harris, E. E., & Ruth, J. A. (2015). Analysis of the Value of Celebrity Affiliation to Nonprofit Contributions. Nonprofit and Voluntary Sector Quarterly, 44(5), 945–967. https://doi.org/10.1177/0899764014546428
Harrison, Y. D., & Murray, V. (2015). The Effect of an Online Self-Assessment Tool on Nonprofit Board Performance. Nonprofit and Voluntary Sector Quarterly, 44(6), 1129–1151. https://doi.org/10.1177/0899764014557361
Johnson, M. F. (2003). Differential Taxation of for-Profit and Nonprofit Firms: A Computational General Equilibrium Approach. Public Finance Review, 31(6), 623–647. https://doi.org/10.1177/1091142103254579
Kakumani Lavanya Latha, & Kotte Prabhakar. (2011). Non-government organizaations: problems and remedies in India. Serbian Journal of Management, 6(1), 109–121. https://doi.org/10.5937/sjm1101109L
Khan, N. A., & Tarab, S. (2012). An Empirical Presentation of HRD Climate and Employee Development in Telecommunication Industry A Case Study of Indian Private Sector, 1(1), 1–10.
Kim, M. (2016). Characteristics of Civically Engaged Nonprofit Arts Organizations: The Results of a National Survey. Nonprofit and Voluntary Sector Quarterly. https://doi.org/10.1177/0899764016646473
Kim, M. Y., & Park, S. M. (2017). Antecedents and outcomes of acceptance of performance appraisal system in Korean non-profit organizations. Public Management Review, 19(4), 479-500.https://doi.org/10.1080/14719037.2016.1195436
Liao?Troth, M. A. (2001). Attitude differences between paid workers and volunteers. Nonprofit Management and Leadership, 11(4), 423-442.
Liket, K. C., & Maas, K. (2015). Nonprofit Organizational Effectiveness: Analysis of Best Practices. Nonprofit and Voluntary Sector Quarterly, 44(2), 268–296. https://doi.org/10.1177/0899764013510064
Lin, J. (2016). What Is Education For? A Discussion of Nussbaums Not for Profit: Why Democracy Needs the Humanities. Education and Urban Society, 48(8), 767–779. https://doi.org/10.1177/0013124516630603
McGinnis Johnson, J., & Ng, E. S. (2015). Money Talks or Millennials Walk: The Effect of Compensation on Nonprofit Millennial Workers Sector-Switching Intentions. Review of Public Personnel Administration, 1–23. https://doi.org/10.1177/0734371X15587980
Nevarez, L. (2000). Corporate philanthropy in the new urban economy - The role of business-nonprofit realignment in regime politics. Urban Affairs Review, 36(2), 197–227. https://doi.org/10.1177/10780870022184831
Noonan, D. S., Matisoff, D. C., & Hoelzel, N. Z. (2016). Characteristics of Voluntary Behavior in the Neighborhood Commons: The Case of Dog Parks. Nonprofit and Voluntary Sector Quarterly, 45(4S), 78S–96S. https://doi.org/10.1177/0899764016651728
Patel, B. S., Booker, L. D., Ramos, H. M., & Bart, C. (2015). Mission statements and performance in non-profit organisations. Corporate Governance.. https://doi.org/10.1108/CG-07-2015-0098
Penn, H. (2011). Gambling on the market: The role of for-profit provision in early childhood education and care. Journal of Early Childhood Research ,9(2), 150–161. https://doi.org/10.1177/1476718X10387999
Rao, T. V. (2015). Human Resource Development as National Policy in India, 6(3), 288–296. https://doi.org/10.1177/1523422304266075
Rao, T. V., & Abraham, E. (1986). Human resource development: Practices in Indian industries: A trend report. Management & Labour Studies.73-85
Rao, T.V. & Pereira, D.F. (1986), Recent Experiences in HRD, Oxford and IBH Publishing Co. Pvt. Ltd., New Delhi
Ravichandran, N. (2006). Regulatory Challenges and Non-profit Welfarism: Implications and a Sustainable Framework for Choice. Journal of Health Management, 8(2), 261–294. https://doi.org/10.1177/097206340600800207
Saraswathi, S. (2010). Human resources development climate: An empirical study. International Journal of Innovation, Management and Technology, 1(2), 174..
Sutton, S. a. (2010). Rethinking Commercial Revitalization: A Neighborhood Small Business Perspective. Economic Development Quarterly, 24(4), 352–371. https://doi.org/10.1177/0891242410370679
Tandon, R. (2017). The Hidden Universe of Non-profit Organisations in India. Economic and Political Weekly, 52(3).
Tang, F. (2015). Retirement patterns and their relationship to volunteering. Nonprofit and Voluntary Sector Quarterly, 1–21. https://doi.org/10.1177/0899764015602128
Taylor, T., & McGraw, P. (2006). Exploring human resource management practices in nonprofit sport organisations. Sport Management Review, 9(3), 229-251.