Evaluation of a position in a non-profit organisation: employee attitudes and monetary indicators of effectiveness
by Kimberly S. Wilson; Anupama Narayan
International Journal of Human Resources Development and Management (IJHRDM), Vol. 16, No. 1/2, 2016

Abstract: Little attention has been paid to the assessment of a single position and the value it brings to a non-profit organisation and its employees. The purpose of this case study is to develop a method for evaluating the effectiveness of a support-focused position and examine the position's impact on employee attitudes. This method uses a strategic job-modelling framework coupled with 360-degree feedback and principles from utility analyses. Eighteen employees were interviewed and 118 questionnaires were collected. Results indicate that employees perceived position effectiveness and a positive return for the organisation. Perceptions of effectiveness positively related to job attitudes (i.e., job satisfaction, engagement, perceived organisational support). Such a position appears to have led to positive economic returns on investment. In the absence of objective indicators, human resource practitioners can use this model to estimate the perceived effectiveness of a position and its relationship to job attitudes.

Online publication date: Thu, 17-Mar-2016

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