Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
481879 | European Journal of Operational Research | 2009 | 25 Pages |
This paper recognizes that individuals working in the nonprofit sector can have different motives and investigates which type of manager nonprofit organizations should best employ. It first considers a situation in which the manager is allowed to attract only one employee and later extends the analysis to a situation in which up to three employees can be employed. Analyses mark the importance of a strong commitment to the organization’s mission and caution for both a strong self-interest and a strong devotion to the well-being of the clients. Managers with a moderate interest in their own objectives can nevertheless be valuable to the organization. The paper also marks why managers should avoid similar-to-me biases in the selection process and investigates the effects of an increased work pressure on the behavior of the managers and on the attainment of the organizational goals.