An Analysis of Human and Community Service Organization Directors' Self-Efficacy Levels Associated With Their Financial Management, Advocacy, and Marketing Skills

Authors

  • Kari McCann Purdue University, Indianapolis
  • Christopher L. Kowalski University of Northern Iowa

Keywords:

self-confidence, efficacy, nonprofit management

Abstract

As the nonprofit sector continues to expand, directors may witness additional growth in their organizational structure, staff size, and number of volunteers. Demands may also require nonprofit organizations to “do less with more” and improve efficiency and effectiveness. Directors must have an awareness of their skills and abilities and how these work for a nonprofit organization. In this study, we addressed the lack of research in the area of self-efficacy and confidence related to nonprofit executives in the United States by analyzing the self-efficacy of human and community services directors regarding their financial management, advocacy, and marketing skills. Ninety-five directors from human and community services organizations in a Midwestern state participated in the study. Results from the study included significant relationships between attendance at educational trainings and directors' confidence levels in their financial management, advocacy, and marketing skills as well as a significant influence of certain demographic variables on the directors' confidence in their financial management, advocacy, and marketing skills. The results of this study provide support for extending research analyzing nonprofit directors' self-efficacy levels associated with their financial management, advocacy, and marketing skills. Investigating the support directors provide for employee professional development in certain components of their jobs (i.e., advocacy, marketing, and financial management) may provide insight to staff members' self-efficacy. Additionally, analyzing whether nonprofit directors disseminate information, research, and practical techniques they gain through educational trainings and workshops with other employees may shed light on motivation and occupational valence.

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Published

2015-03-26

Issue

Vol. 5 No. 2 (2015)

Section

Articles

License

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