Non-profit Faith-Based v. For-Profit Women\’s Homes in Virginia: A Comparative Analysis

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Non-profit Faith-Based v. For-Profit Women\’s Homes in Virginia: A Comparative Analysis:

Concepts (Use as many bullets as you need. Write the concept instead of headings shown)

• The management of faith based organization relay solely on donations, which are used in the provision of services to the public. Most of the non-profit faith based organizations in providing quality services that seeks to cater to the needs of the vulnerable in the society. However, in their quest to provide some of the non-profit faith based organizations experience challenges relating to provision of quality care. Which of most the experts suggest is typically below the standards of most for profit non-governmental organizations.
• Flynn (2019) indicates that most non-profit faith-based women homes leaders fail to meet their resolutions and goals aimed to enhance women’s quality of life due to the homes’ low quality of service. The inability to offer quality services is linked to the reliance of unqualified or well trained staff to meet the needs of the people being services, a majority of the non-profit faith-based women homes sources their staff from volunteering groups, with an outside religious spaces. Most of these volunteers typically do not have sufficient knowledge and training that is critical in meeting the objectives of the non-profit faith-based women homes in providing quality services. This observation is consistent with findings of numerous studies.
• Human resource experts at Nonprofit Human Resource Solutions (2012) “found that nonprofit organizations in the United States had greater employee turnover than other kinds of organizations and had difficulties in retaining quality workers.” Recruiting is difficult for nonprofits because of the difficulty in identifying and hiring competent employees as well as the lack of available time. Some directors questioned said they didn’t expect to apply new tactics in the near future since direct service employees are the hardest to keep because of wage limitations, lack of upward mobility, and heavy workloads (Nonprofit Employment Practices Survey, 2015). This depicts that the lack of sufficient manpower in nonprofit faith based organization can negatively affect their ability to produce provide quality care to hosts.
• UST Nonprofit Employee Engagement & Retention Report (2015) found a link between low employee retention and high employee turnover in the findings of a nationwide survey of 1,270 nonprofit workers. The poll asked respondents to rank 16 criteria that contribute to job satisfaction and engagement. When an employee is devoted to his or her job, he or she is considered engaged (Armstrong & Landers, 2018). Employee unhappiness may be mitigated by gaining an understanding of the root causes of the problem. Human resource directors, career paths, and motivation are all mentioned in the research as contributing factors to high employee turnover. In 2015, the Nonprofit Employment Practices Survey looked at nonprofit employment practices. To improve recruiting and reduce turnover, organizations would benefit from hiring Human Resource directors, yet NGOs must adhere to strict constraints placed on them by donors.
• In contrast, most of the For-Profit Women\’s Homes are operated and run by professional. Many of the For-Profit Women\’s Homes are usually started by women or group of women with a background from the corporate world. This means that For-Profit Women\’s Homes owners export the corporate knowledge and professionalism in the management and functionality of care homes. Unlike the Non-profit Faith-Based, the For-Profit Women tend to hire or employ professional to offer specialized services to ensure quality services is provided. It is a common approach for For-Profit Women to hire qualified specialist lie psychologist, burses, doctors, managers, and accountants, among others to aid in effective operation geared towards improve services provided by the home.
• Furthermore, non-profit faith-based women homes do not offer any form of rewards to remuneration to its workers. Thus, most of them may end up being under motivated to offer quality services. This is attributed to the fact that the non-profit faith-based are motivated by thee need to “help others” through communal assistance and donations. More so, non-profit faith-based are not established on the basis of making profits. Therefore, most of the people running and operating such institutions are not remunerated sufficiently based on their input. This can lead to low motivation among the staffs working with non-profit faith-based organizations, which in turn reduces the quality of care provided to hosts in the long run. In comparison to For-Profit Women\’s Homes the situation is different.
• Essentially, For-Profit Women\’s organization are established on the need for providing care to host with the aim of making profits. Part of the revenue collected is used to remunerate the employees working in the For-Profit Women\’sHomes. Furthermore. Because they are for profit institution its means that employees have to be compensated like those working in established corporates. This means offering competitive regarding packages to the workers to motivate them to be more proactive and productive in providing quality services of the hosts. This aspect enables the For-Profit Women\’s/ home to be more productive and efficient in caring for its hosts than Non-profit Faith-Based
• Theories (Use as many bullets as you need.  Write the theory instead of headings shown)

• Reward and Expectancy Theories of Motivation Thorndike’s Law of Effect, a principle of reinforcement theory, asserts that an action followed by a reward is more likely to occur in the future (Watters, 2021). This suggests that rewarding employees for exceptional performance will encourage them to do even better in the future. A high level of performance that is not followed by a reward, on the other hand, diminishes the likelihood of it occurring again. The idea highlights the significance of a person having a direct experience with the reward. Similar to reinforcement theory, Vroom’s expectancy theory focuses on the relationship between rewards and actions (instrumentality perceptions), but it stresses anticipated (rather than experienced) rewards rather than actual ones (i.e., incentives) (Lloyd & Mertens, 2018). Expectancy and valence, or the perceived relationship between effort and performance, are two more characteristics that influence motivation (e.g., rewards). Motivational factors may influence the effectiveness of compensation schemes. According to pay literature, “line of sight” refers to the perceived relationship between an employee’s actions and his or her compensation. Pay results should be valued the same regardless of the kind of pay system used. Job design and training, rather than compensation structures, are frequently to blame for people’s expectations. In essence, it is critical for Non-profit Faith-Based entities to re-examine their remuneration policies or practices to match those of “for profit” organization to improve on how they offer services their hosts.
• A social theory of learning offers a fresh perspective on how people learn. In Albert Bandura’s theory, direct reinforcement cannot be applied to all learning situations. Training and development initiatives are referred to as direct enforcement in this context. This hypothesis states that these methods do not cover all forms of learning because of the social aspects that cannot be educated. The learner picks up these aspects from his or her environment. Observational learning is a term used to describe this sort of learning, which involves gaining a knowledge of various human actions. Observational learning is the first of the theory’s four types. When it comes to an organization, the atmosphere and surrounds are critical. There must be a high level of professionalism in the workplace, and the surroundings must be set up such that workers may learn from them. After learning anything, a person’s conduct may or may not have altered. In most circumstances, it is reasonable to predict that someone’s behavior will shift after learning something new. The social theory emphasis on the need for non-profit faith based organization to train volunteering staff on the latest management practices and process suitable in providing quality care hosts.
• Actors (Use as many bullets as you need.  Write the actor instead of headings shown)

• Flynn (2019) examines the Christina House, a nonprofit faith-based home that offers hope and healing to adult women susceptible to societal risks or those with children in custody. Started in 2014, the Christian-based facility has helped many vulnerable women and given their children an opportunity to continue with their education. As pointed out by Flynn (2019), applicants must meet some a set criteria that align with the home’s mission for helping the homeless. For instance, one must be free from alcohol and drugs, and must not have experienced domestic violence for at least six months preceding the date of application.
• This resource coincides with the research topic because it provides an example of a faith-based women’s home and only assists women and children who are homeless or on the verge of becoming homeless. Most importantly, the facility depends on donations to keep it running and providing services primarily to children (Flynn, 2019). In addition to providing a place to stay, the facility also aims to help the women realize their potential and support themselves. Thus, those who can work are expected to pay a 200 dollars monthly program fee, take turns in preparing for meals, and do other chores, and attend lessons. However, it is also clear that these programs last for only a short period after which the residents are expected to become self-reliant.

• Constructs (Use as many bullets as you need.  Write the constrauct instead of headings shown)

• Training and qualified staff; It is a program that helps workers in Non-profit Faith-Based and For-Profit Women\’s Homes in specialized information or skills that will help them perform better in their existing positions. Instead than focusing on an employee’s present position, employee development aims to cultivate the individual’s long-term potential and future success. Thus training and competency enhancement mechanism used by both the Non-profit Faith-Based and For-Profit Women\’s Homes in Virginia
• Remuneration and compensation; an employee’s primary motivation is remuneration, which motivates them to do their work well. Employees’ wages are a major source of revenue and a key determinant of their living standards. It has an impact on the efficiency and effectiveness of the workforce. Thus, the indifference in the compensation between Non-profit Faith-Based and For-Profit Women\’s Homes play an important role in impacting on how both organizations differ in terms of performance.

References

Armstrong, M. B., & Landers, R. N. (2018). Gamification of employee training and development. International Journal of Training and Development, 22(2), 162-169.

Flynn, A. (2019). Faith-based housing program helps guide mothers, children, out of homelessness. Masslive. https://www.masslive.com/springfield/2019/10/faith-based-housing-program-helps-guide-mothers-children-out-of-homelessness.html.

Lloyd, R., & Mertens, D. (2018). Expecting more out of expectancy theory: History urges inclusion of the social context. International Management Review, 14(1), 28-43.

Nonprofit Employee Engagement & Retention Report. (2015). Retrieved December 5, 2016,http://www.bing.com/cr?IG=9763CA5925D14B5293E2950208FE4B B7&CID=2130DF83DED3671E0567D661DFE2669C&rd=1&h=MXkX5jsX 54 vpV3dUhKk56YDOTOBfPaaATcgbyUHWY_ALI&v=1&r=http://ww2.choos eust.org/clients/ust/uploads/PDF/2015-UST-Nonprofit-EmployeeEngagement-Retention-Report.pdf& p=DevEx,5084.1

Nonprofit Employment Practices Survey (2015). Retrieved December 5, 2016, from http://www.bing.com/cr?ig=62b62ebe60ac4ad8b49e7c557e748a6b&cid=1 631db476716319203cd29677406243&rd=1&h=d6wpdvujbnbkxrlhyaupkpmd903l7jlpylg20d2vmw&v=1&r=http://www.nonprofithr.com/wpcontent/uploads/2015/02/2015-nonprofit-employment-practices-surveyresults-1.pdf&p=devex,5083.1

Watters, E. R. (2021). Factors in Employee Motivation: Expectancy and Equity Theories. Journal of Colorado Policing, 970, 4.