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Involvement is a basic element in successful crisis management. Crisis solutions cannot be advanced when notions of “politics of self actualization” among volunteers and paid staff prevail because they generate turnover; the study seeks to: distinguish between nonprofits that have or have not experienced crisis; control their differences in organizational structure; measure the level of involvement of active – paid and volunteer – members; and assess differences in turnover behavior between paid staff and volunteers separately for nonprofits that experienced and those which did not – a crisis. The paper aims to discuss these issues.

The questionnaires were distributed in 164 social organizations which operate in Israel. It was distributed to the employees at their workplace, and they were asked to fill it out completely. Also, the respondents were assured that the questionnaire was intended for research purposes only and that it would be anonymous. A total of 164 subjects participated in the research: 73 men (who are 45.3 percent of the sample population) and 87 women (who are 56.4 percent of the sample). Average age was 45.91. Questionnaires were distributed to managers at different levels in the organization. Most of the respondents (51.2 percent) were chief executive managers. A total of 38.4 percent experienced organizational crisis and 74 (45.1 percent) did not. In the organizations which experienced organizational crisis, the number of paid employees was about 8 percent of all of the active members in the organization. By contrast, in the organizations which did not experience the crisis, the proportion of paid employees was 20 percent of all of the active members.

In the organizations which did not experience a crisis, the average number of the paid employees (24.2) is higher than in the organizations which did experience (20.32); there are no significant differences in the turnover level of the volunteers or their involvement despite the fact that their involvement is higher in organizations which experienced a crisis; and the turnover model, based on the predictors of age, size, involvement and organizational crisis for paid employees, is stronger (R2=0.29) than the same model predicting turnover among volunteers (R2=0.16).

First, the size of the sample is relatively small (N=168). Second, the time lapse between the occurrence of crisis and the self-reports may cause history related bias. The ideas of the present study should be continued using a quantitative as well as qualitative methodology.

Human resources managers will become aware of the adversities related to the excess mobilization of volunteers following the occurrence of a crisis caused by budget cuts, while putting more efforts into supporting paid staff whose involvement is high and their odds of leaving the organization low.

The study provides a practical view of the actual contribution of the volunteers in nonprofit organizations and contributes to a skeptical approach to the total reliance of nonprofit organizations at the expense of hiring paid employees – during and following crisis.

This paper examines the critical effect of learning from past changes on employees' evaluations regarding the extent that a crisis can be controlled and prevented. It is suggested that previous changes incorporate elements of a double‐loop learning process that shape managerial perceptions of crisis controllability and crisis prevention.

The present study is based on a field study of 225 NPOs. Using closed‐end questionnaires the issues pertaining to crisis and learning are examined.

The results show that the mere experience of previous changes enhances managers' estimations of crisis control, but lowers their estimations of crisis prevention. These results indicate that using the double‐loop learning process contributes to a better understanding of organizational competence in non‐profit organizations.

The present study provides a starting‐point for further research, in which crisis is seen as the antecedent of possible learning experiences that could further enhance capabilities of preventing future crises. The sample is restricted to nonprofit settings, using a relatively small sample. Further studies should address this link using for‐profit and public organizations, or even conduct comparative studies.

No empirical studies are available that assess the line between crisis learning and probable crisis prevention evaluations. The notable and promising side‐effect of the study shows how much remains unexplored in regard to both crisis and learning, forming important lessons for managers.

The paper aims to examine how not communicating stakeholders' expectations through marketing results in mis‐targeting. It also aims to suggest that, when non‐profit managers do not succeed in capturing stakeholders' definitions of performance, marketing is ineffective and may even result in decreased support for organisational goals.

Surveys were administered to managers from a sample of 135 non‐profits in Israel with a 63 per cent return rate.

The findings suggest that marketing practices have a differential effect on public/private stakeholders; and the effect of marketing on performance increases when targeting public stakeholders, but negatively affects performance when targeting private stakeholders. These results suggest that not properly communicating funders' expectations is the cause for the ineffective use of marketing in non‐profit organisations (NPOs).

Marketing may have both positive and negative effects on performance but attention should be addressed to the differences of marketing targets in order to fit between marketing techniques and marketing targets.

The results highlight the importance of a professional approach to marketing practices in NPOs that consider the diversity of stakeholders in expectations and definitions of performance.

This is the first paper that examines the reasons why marketing has not been a successful means to increase performance in non‐profit settings.

The purpose of this paper is to examine how employers can ease the job loss situation for employees.

The paper reviews an article on the subject.

The paper finds that job counseling and training programs may influence different levels in the labor market. At the macro level, such programs can be vehicles shifting human resources to where they are needed in the labor market. On the organizational level, they can enhance human resource utilization, decrease perception of psychological contract breach, and minimize internal strains and organizational conflict. On the individual level, they appear to be an efficient way for dealing with the dismissed or remaining workers and helping them in their quest for a new job or retraining. Consequently, many of the psychological, familial, and social disturbances brought on by the dismissals, or the organizational crisis, may be avoided.

The paper provides useful information on

Internet studies have rarely addressed gender and/or ethnic differences in health information seeking on social media. Moreover, the role of locality size in explanation of this phenomenon has been overlooked. This study proposed a diversification approach to address these issues. According to it, belonging to numerous disadvantaged groups increases the probability of health-related Internet/social media use.

The data were collected via telephone survey. The sample consisted of 798 Israeli Internet users who reported using social media for any purpose, gender, ethnic affiliation and locality of residence. The data were analysed using a logistic regression technique.

Arab female social media users, who resided in small localities, were more likely than the other studied social groups to seek both non-medical and medical information on social media. Furthermore, Arab female social media users were found having the highest likelihood among all studied social groups to seek information regarding physical activity and medications on social media.

The findings largely supported the diversification approach and signal a major need for a greater supply of public health information for members of minority groups, especially those residing in small localities.

The study investigates triple social disadvantage in health-related social media use.

Public versus private sector placement and gender‐based effects are examined as the prime generator of wage variations among men and women Israeli managers in Israel. The macro‐sociological analysis of economic sectors, organizational theory and human capital effects are integrated to predict public/private sector variations in wages, taking account of managerial level and gender effects. Using demographic, human capital characteristics and managerial level position from a representative sample of 778 Israeli public and private sector employees, it is shown that wage variations are generated by initial placement in the public/private sector; higher returns to work hours, education and managerial position in the private sector, and “manhood” which increases returns to wages in both sectors taking account of managerial level variations. These results suggest that public/private sector wage differences are only partially explained by occupational and managerial level variations: taking into account the above variables, gender remains the major determinant of wages for both private and public sector employees.

This paper explores the combined impact of past job histories and present job opportunities on turnover decisions. We predict turnover decisions on the basis of the structural approach, emphasizing previous work experiences (time spent in past job positions) and the organizational approach (focusing on objective and perceived internal and external employment positions opportunities). A cross‐sectional analysis of employees from four occupational groups in eight medical institutions and a follow‐up sample of 81 “quitters” formed the database for the study. The results suggest that past work history and present employment opportunities produce occupation‐dependent differences in turnover behavior. It is shown that differences in employees’ perception of opportunities, modified by the occupation’s “market viability”, influence turnover. These results demonstrate that integrating the structural and organizational approach, involving both past job histories and present opportunities, improve the prediction of turnover decisions.

The pursuit and attainment of alternative job opportunities within labor markets can have a significant impact on work relations in organizations. This search and turnover syndrome is explored here by reexamining the impact that internal and external labor market opportunities have on this process. The individual, organizational and market characteristics of a sample of over 700 employees from medical centers in Israel were used to show that job search modes have no direct effect on turnover behavior. The type and intensity of a job search did, however, depend on employees' perception of various labor market opportunities. Search modes themselves are affected by individual and organizational level characteristics and the employees' intention to leave. This suggests that while negative perceptions of opportunities in the internal labor market matched by positive perceptions of external market opportunities directly affect the turnover decision‐making process, job search behaviors do not necessarily affect the turnover decision.

The use of internal (intra‐organizational) or external (inter‐organizational) labor markets in men and women’s past employment is examined here as an explanation for differences in turnover behavior. A sample of 700 employees from eight medical organizations in seven labor markets was used to assess the importance of previous internal and external shifts and organizational level opportunities on men’s and women’s present job change choices. Women’s job changes were more affected by previous intra‐organizational moves, whereas men’s job changes were increased by previous inter‐organizational moves. These results suggest that gender differences in job shifts are due to women’s greater reliance on internal labor markets.