Title: Cooperation affects NGO staff performance patterns

Authors: Himani Oberai; Budhi Sagar Mishra; Ila Mehrotra Anand; Leo Rathinaraj Antony Soundararajan; Smita Singh; Tribhuwan Kumar

Addresses: Department of Management, GLA University, Mathura, India ' Department of Management, L.N. Mishra College of Business Management, Bihar, India ' School of Business Management, Christ (Deemed to be University), NCR, Ghaziabad, India ' Physical Therapy Department, College of Applied Medical Sciences, University of Hail, Hail Province, Saudi Arabia ' Department of Management, NIET, Greater Noida, India ' College of Science and Humanities at Sulail, Prince Sattam Bin Abdulaziz University, Al Kharj, Saudi Arabia

Abstract: In order to optimise employee productivity and overall profitability, non-profits must invest heavily in their human resources. Contrarily, the focus of this study will be on the value of cooperation and the strategies the non-governmental organisation (NGO) should use to improve the performance of the bank as a whole. Once the data have been collected using quantitative and qualitative techniques, SPSS descriptive statistics will be utilised to maintain the findings and support the research hypothesis. According to the study, qualities like trust, camaraderie, job happiness, and benefits directly impact employees' productivity at the bank. The degree of teamwork among co-workers directly affects how productive an employee is. Using the statistical program SPSS, managers and staff of NGOs were surveyed; the results revealed a favourable correlation between employee performance and NGO cooperation. When employees cooperate at work, their productivity increases, and the efficacy of the organisations they work for rises. Good news for charitable organisations. Because of this, the collaborative NGO outperforms the non-collaborative NGO in terms of productivity. It was found that better communication results in greater cooperation amongst NGOs.

Keywords: motivation; compensation benefits; team trust; transparency; organisational performance patterns; non-governmental organisation; NGO.

DOI: 10.1504/IJIPM.2023.134066

International Journal of Intellectual Property Management, 2023 Vol.13 No.3/4, pp.494 - 511

Received: 31 Oct 2022
Accepted: 10 Jan 2023

Published online: 10 Oct 2023 *

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