Index
Promotion, Recruitment and Retention of Members in Nonprofit Organizations
ISBN: 978-1-83982-659-7, eISBN: 978-1-83982-658-0
Publication date: 8 February 2021
This content is currently only available as a PDF
Citation
Calderón-Valencia, C.I., Cavazos-Arroyo, J. and Lira-Arjona, A.L. (2021), "Index", Promotion, Recruitment and Retention of Members in Nonprofit Organizations, Emerald Publishing Limited, Leeds, pp. 113-117. https://doi.org/10.1108/978-1-83982-658-020211008
Publisher
:Emerald Publishing Limited
Copyright © 2021 Emerald Publishing Limited
INDEX
Academic institutions
, 87
Acceptance/Inclusion
, 3
Accountability
, 49
Active leadership succession programs
, 75–76
Active members
, 23
Activities
, 12
Ads in newspapers and magazines
, 64
Advocacy explosion
, 42
Affiliation
, 9
Applicant tracking system (ATS)
, 62
Application
, 69–70
Artificial intelligence (AI)
, 68
Autonomous motivation
, 6
Awareness
, 69
Belongingness
, 2–3
Big Five test
, 60
Blog
, 66
Bonding social capital
, 86–87
Bridging social capital
, 86–87
Budget limitation
, 63
Business-like management perspective
, 40–41
Candidate experience
, 69
Candidate Journey
, 68–69
map
, 70
stages
, 69
Charitable Giving Report
, 47
Charitable incentives
, 45
Charities Aid Foundation (CAF)
, 39
Coadunation
, 9
Cognitive dimension of organizational social capital
, 50
Collaboration
, 7–11
among social capital partners
, 87–89
Collaborative theories
, 10
Collective-person associations
, 24
Commitment
, 30
Communication channels selection
, 63–64
Community-based collaboration
, 8
Compensation
, 74
Complementary online media
, 66
Conducting research
, 63
Conferences and talks in universities and colleges
, 64
Consideration
, 69
Contacts with colleges, universities and groups
, 65
Cooperation
, 9
Cooperative behaviors
, 13
Coordination
, 9
Core Competency studies, theory of
, 40
Customized membership
, 14
Development
, 74–75
Dimension diversity
, 99
Disclosure statements and reports
, 44
Donors
implications for
, 51–53
as members
, 44–46
perception of transparency
, 44
Economization
, 30
Electronic membership
, 14
Email
, 66
Employee Net Promoter Score (eNPS)
, 68
Employee participation
, 75
Employee relations
, 75
Employer branding
, 61
Employment
decision
, 72
portals
, 65
section on the NPO page
, 64
security
, 75
Engagement
, 75
Enterprise
, 12
Entrepreneurship
, 82–83
social
, 84–85
Environmental influence
, 85
Environmental sustainability problem and systemic effect
, 103
Esteem
, 58
Ethical capital
, 102
Evaluation
, 67–68
Events
, 66
Exchange theory
, 29
External recruitment agencies
, 65
Extra-role behaviors
, 32
Financial resources
, 46–49
financial structure constituents
, 48
Financial self-sufficiency
, 81
Foundations
, 1, 15
Fundraising environment
, 48
Funds transfer
, 51
Governance
, 42–44
Group membership
, 11–14
Hiring
, 70
Homogenization
, 11
Human capital
selection of
, 71–72
Human resources
, 46–47, 49–50
administration
, 50
planning process activities
, 58
Human Resources Management (HRM)
, 57
Implications for donors
, 51–53
Inbound recruiting
, 62–63
Inclusion
, 2–3
Individual-person association
, 24
Industrial Organization
, 40
Informal affiliation
, 9
Innovation
, 84
Institutional theory
, 11
Integration
, 72–73
Integrative collaboration continuum
, 9
Intellectual Capital
, 40
Inter-organizational collaboration
, 7
Interaction models stages for collaboration
, 8
Interest
, 69
Interviews
, 71–72
Invention
, 83
Isomorphism
, 11
Job boards
, 65–66
Job descriptions
, 60
Job fairs
, 65
Knowledge-based view
, 40
Leadership
, 42–44
Leadership-philosophy
, 42
Long-term exchange theories
, 29
Management for NPO value creation (see Nonprofit organizations (NPOs))
, 40–42
donors as members
, 44–46
financial, material, human and relational resources
, 46–51
fundraising environment
, 48
funds transfer
, 51
implications for donors
, 51–53
leadership and governance
, 42–44
resource generation
, 49
Marketing channels
, 63
Material resources
, 46–47, 49
Media
complementary online
, 66
mix
, 64
print
, 65
selection
, 63–64
Medical examinations
, 72
Members
donors as
, 44–46
in NPOs
, 23–24
recruitment of
, 58–73
retaining
, 73–76
Membership
, 2–3
group
, 11–14
new trends in
, 76
and NPOs
, 15
as social system
, 13
Membership associations (MAS)
, 1, 14
Message development
, 66–67
Metacouplig Systems
, 105–106
Millennium Development Goals
, 39, 95
Mix media
, 64
Monitoring
, 67–68
Motivation
of NPO members
, 3–7
role in members recruitment
, 57–58
Multilateral exchange of value
, 89
Multinational Corporations (MNCs)
, 82, 87
Multitier membership
, 14
Myers–Briggs test
, 60
Nexus proposition to move toward sustainable development
, 103–107
Nexus thinking
, 104
Non-traditional partners
bonding and bridging social capital
, 86–87
collaboration among
, 87–89
entrepreneurship
, 82–83
environmental influence
, 85
multilateral exchange of value
, 89
resource provision
, 88
social capital
, 82, 86
social entrepreneurship
, 84–85
Nonprofit agencies (see Volunteering agencies)
Nonprofit institution
, 1
Nonprofit organizational identification literature
, 31–32
Nonprofit organizations (NPOs)
, 1, 23, 39, 41–42, 57, 81, 95, 100, 102
collaboration
, 7–11
future research
, 31–33
group membership
, 11–14
inclusion and membership
, 2–3
influential theories in nonprofit context
, 4
membership studies
, 1–2, 15, 23–24
motivations of NPO members
, 3–7
nature of
, 14–15
organizational identification in
, 26–28, 30–31
RM in
, 28–31
SAV in
, 24–26, 30–31
Nonprofit Strategic Management Cycle
, 41
Notice in internal posters, intranet and internal company publications
, 64
Objective
for campaign
, 63
factors for candidate attraction
, 61
Official members
, 24
Open day at NPO
, 66
Organization
, 12, 82
Organizational Identification in
, 26–28, 30–31
Organizational website
, 66
Organized groups (see Sophisticated groups)
Orientation
, 72–73
Our Common Future
, 96
Outbound recruiting
, 62–63
Performance appraisal
, 75
Philanthropic collaboration continuum
, 9
Planned behavior, theory of
, 6
Print media
, 65
Professionalization
, 41
Psychometric testing
, 60
Radio
, 65
Reasoned action, theory of
, 6–7
Recruitment
, 4
brand image
, 61
campaigns
, 63
coordinator
, 59–60
interviews
, 61–62
trips to other locations
, 65
Recruitment of members
, 58–70
orientation and Integration
, 72–73
role of motivation
, 57–58
selection of human capital
, 71–72
Reference
of active members
, 64
verification
, 72
Rejection/Exclusion
, 3
Relational dimension of organizational social capital
, 50
Relational resources
, 46–47, 50–51
Relational value creation in NPO context
, 32
Relationship marketing theory (RM theory)
, 23
in NPOs
, 28–31
Resource
acquisition
, 46–47
generation
, 49
management
, 47
provision
, 88
Resource dependence theory (RDT)
, 10
Resource-dependence theory
, 40
Retaining members
, 73–74
new trends in membership
, 76
strategies for retention
, 74–76
Retention
, 4
Rewards
, 74
SARS-Cov-2
, 106–107
SDGs Agenda to 2030
, 95–96
dimension diversity
, 99
origins
, 96, 99–100
Search engine optimization
, 66
Selection
, 70
of human capital
, 71–72
Self-continuity
, 28
Self-determination theory
, 4
Self-distinctiveness
, 28
Self-enhancement
, 28
Sentiment
, 12
Service-providing NPOs
, 41, 45
Shared realities
, 11
Shared value
, 29–30
Small and medium-sized enterprises (SMEs)
, 82, 85
social SMEs
, 84, 86, 88–89
Social added value (SAV)
, 23
in NPOs
, 24–26, 30–31
Social assurance
, 3
Social capital
, 50–51, 82, 86, 102
bonding and bridging
, 86–87
Social connectedness
, 3
Social economy organizations
, 24
Social enterprises
, 81
Social entrepreneurship
, 84–85
Social identity theory
, 26
Social networks
, 66
theory
, 10
Social psychology
, 4
Social reasons
, 58
Social spectrum
, 84
Social value
, 25
Social-psychological theory
, 29
Socio-cognitive learning theories
, 29
Sophisticated groups
, 12
Strategic management
, 40
Strategic networks
, 9
Strategic planning studies
, 42
Structural dimension of organizational social capital
, 50
Subjective factors for candidate attraction
, 61
Sustainable development
, 96
Sustainable Development Goals (SDGs)
, 95
critical importance areas and formulation
, 97–98
nexus proposition to move toward
, 103–107
SDGs Agenda to 2030
, 95–99
value creation for
, 100–103
2019 Sustainable Development Report
, 99
Target audience
, 63
Television
, 65
Test applications
, 72
Testamentary gifts
, 45
Training 74–75
Transaction cost theory
, 11
Transactional collaboration continuum
, 9
Transformational collaboration continuum
, 9
“Transforming our world: the 2030 Agenda for Sustainable Development” (see SDGs Agenda to 2030)
Transparency
, 49
Trust
, 29
Understanding
, 58
Uniqueness
, 3
Value creation for Sustainable Development
, 100–103
Value motives
, 58
Voluntary associations (see Membership associations (MAS))
Voluntary membership
, 4
Volunteer participation
, 41
Volunteering agencies
, 1, 14–15
Webinar
, 66
Work environment
, 75
World Commission on Environment and Development (WCED)
, 96
World Giving Index 2019
, 39
- Prelims
- Chapter 1: The Nature of Membership in Nonprofit Organizations
- Chapter 2: Toward Value for Members of Nonprofit Organizations
- Chapter 3: Donor and Member Funds
- Chapter 4: Recruiting and Retaining Members
- Chapter 5: Social Capital from Non-Traditional Partners
- Chapter 6: Sustainable Development and a Perspective to Nonprofit Organizations
- Index