Nonmonetary Strategies to Increase Employee Job Satisfaction in Nonprofit Organizations

Nonmonetary Strategies to Increase Employee Job Satisfaction in Nonprofit Organizations by Tawana Lovick-McDaniel MS, University of Maryland University College, 2014 BS, University of Maryland University College, 2012 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2019 Abstract Nonprofit organizations’ managers face challenges in creating nonmonetary rewards to increase the job satisfaction of staff and productivity of the organization. The purpose of this multiple case study was to explore the nonmonetary reward strategies that nonprofit organizations’ managers used to increase employee job satisfaction. The targetedNonprofit organizations’ managers face challenges in creating nonmonetary rewards to increase the job satisfaction of staff and productivity of the organization. The purpose of this multiple case study was to explore the nonmonetary reward strategies that nonprofit organizations’ managers used to increase employee job satisfaction. The targeted population included nonprofit managers who had successfully implemented nonmonetary reward strategies to increase employee job satisfaction. Kalleberg’s theory of job satisfaction was the conceptual framework for the study. The primary data collection method was semistructured, face-to-face interviews with 3 participants. Secondary data sources included review of company documents such as employee evaluations and workfrom-home request forms. Methodological triangulation of data and information was accomplished by comparing data collected from interviews and company documents. Through coding and thematic analysis, 3 primary themes emerged: experience, effective communication, and flexibility. The primary conclusion of this study was that managers use personal experiences as an employee to develop and implement effective reward systems. The implications of this study for social change include the potential to improve employee job satisfaction in nonprofit organizations, which may result in improved employee productivity and promote social development in the community. Nonmonetary Strategies to Increase Employee Job Satisfaction in Nonprofit Organizations by Tawana Lovick-McDaniel MS, University of Maryland University College, 2014 BS, University of Maryland University College, 2012 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2019 Dedication I dedicate my doctoral study to my late grandmother, “Big Mama” Rowena Matthews-Hicks. Without her, I would not have had the push to finish in the time that I did. Every time we were together, she would always check on my doctoral study progress, even if we were together the next day. She always told me how proud she was and encouraged me to pursue my doctoral degree. When I felt like giving up, her words of encouragement, love, and wisdom always spoke to me, and, because of her, I am where I am today. I kept my promise and know that she is smiling down, proud of me. Acknowledgments I would like to first thank God for giving me the strength and knowledge to complete this journey. I would also like to acknowledge and thank my wonderful husband, Derek McDaniel, for being there for me and encouraging me along the way, for not letting me give up, for loving me, for listening to me complain, for taking on extra family tasks, and much more. A special thank you to my family for always encouraging me, praying for me, and checking on me. Last, but not least, I thank my doctoral study committee members--Dr. Erica Gamble (chair), Dr. Eric Sines (SCM), and Dr. Judith Blando (URR)--for their guidance and support.