Papers by Kunle Akingbola
12. Work Stoppages in Canadian Social Economy Organizations
Researching the Social Economy, 2010
Work Stoppages in Canadian Social Economy Organizations
A-Way Express Courier
Nonprofit Management and Leadership, 2015
Work Stoppages in Canadian Social Economy Organizations
Unionization and Non-profit Organizations
Learning and Knowledge Transfer in Volunteering
Volunteer Work, Informal Learning and Social Action, 2013
A Model of Strategic Nonprofit Human Resource Management
VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 2013
ABSTRACT This article presents a model of strategic nonprofit human resource management (SNHRM) t... more ABSTRACT This article presents a model of strategic nonprofit human resource management (SNHRM) that draws from resource-based view and resource dependence theory, to explain the determinants of strategic human resources management (SHRM) in nonprofit organizations. Three guiding principles, strategy types and propositions are presented to explain the complex interactions and processes in the SNHRM system. The article lays a foundation for future research and offers managers a framework for SHRM planning and implementation in nonprofit organizations.
Contingency, fit and flexibility of HRM in nonprofit organizations
Employee Relations, 2013
ABSTRACT Purpose ‐ The change in the environment of nonprofit organizations (NPOs) has accentuate... more ABSTRACT Purpose ‐ The change in the environment of nonprofit organizations (NPOs) has accentuated the need for managers to understand the relationship between strategy, HRM and organizational effectiveness. The purpose of this paper is to examine contingencies that underlie strategy, HRM and the dimensions of fit and flexibility in the actual HRM practices implemented by two study organizations that have deployed HRM in strategic change. Design/methodology/approach ‐ The research used two case studies of NPOs who reported that they adopted HR practices as an integral component of their adaptive strategy to achieve a fit. Thus, the research adopted purposive sampling to determine the cases that are appropriate to examine the research questions. Findings ‐ The findings provide evidence of horizontal and vertical fit and flexibility-focused HRM practices designed to provide strategic alternatives. The research raises questions about how well NPOs' managers understand contingency drivers of strategy, HRM practices and the direction of HRM in NPOs. A number of factors contributed to promote fit, flexibility and HR practices. First, the emphasis on HRM as a critical priority in strategy by senior management. Second, factor that may have contributed to fit and flexibility dimension is the use of professional managers in the NPOs. The case organizations involved either internal or external consultants with HRM expertise in strategic planning process. Finally, organisational structure that facilitated communication channels within both organizations. Both organizations emphasized internal communications as a way of engaging employees. Research limitations/implications ‐ The findings set the groundwork for major research which could extend findings from previous empirical research, that strategy of NPOs is aligned with the level of HR practices in some functions such as training and not aligned in others practices such as recruitment. Practice implications ‐ For nonprofit managers, this research reinforced the importance of senior management commitment and HR expertise to develop and implement HR practices that are aligned with current strategy and the need to develop employees' skills to facilitate flexibility to adapt to change in the environment. It is imperative for the HR practices of NPOs not only to achieve horizontal and vertical fit, but also to build in flexibility the organization requires to develop, deploy and sustain employee skills and behaviour needed to cope with the competitive environment and to help with the achievement of organisational goals. Originality/value ‐ The important point of this research is that it extends our understanding of fit and flexibility in NPOs. It provides an example of how two NPOs adopted and emphasized SHRM as a critical component of their strategy.
Context and Nonprofit Human Resource Management
Administration & Society, 2013
Learning in Health Care Organizations and Systems: An Alternative Approach to Knowledge Management Administration & Society 0095399712459730, first published on November 9, 2012 as doi: 10.1177/0095399712459730
Administration & Society offers OnlineFirst, by which forthcoming articles are published online b... more Administration & Society offers OnlineFirst, by which forthcoming articles are published online before they are scheduled to appear in print. More details, including how to cite OnlineFirst articles, can be found on the OnlineFirst Fact Sheet. ... To see an article, click its [PDF] link. To add articles to your marked citations, check the boxes to the left of the titles you want, and click the 'Add to Marked Citations' button. To see one abstract at a time, click its [Abstract] link.
Managing Human Resources for Nonprofits
Book
A Model of Strategic Nonprofit Human Resource Management. International Journal of Nonprofit and Voluntary Sector Marketing 04/2012; DOI:10.1007/s11266-012-9286-9
Context and Nonprofit Human Resource Management. Administration & Society 07/2012; DOI:10.1177/0095399712451887
This article examines three related questions about unincorporated social economy organizations (... more This article examines three related questions about unincorporated social economy organizations (USEOs): What are the characteristics of these social economy organizations? What is the unique bundle of resources that gives rise to and sustains their operations? Is there evidence of bricolage in these organizations? The findings suggest that USEOs are driven foremost by a social mission. USEOs provide diverse services and products including economic and specialized social activities, which are integral to the social fabric of society. The results also show that they combine and leverage two core resources -social capital and human capitalto support the operations of their organizations. Moreover they appear to draw on whatever resources are at their disposal to support the activities of the organization. This suggests that USEOs are involved in bricolage activities, which could explain the longevity of many of the organizations.
Work Stoppages in Canadian Social Economy Organizations. In Mook, L, Quarter, J, Ryan, S (ed) Researching Social Economy Organizations, Publisher: University of Toronto Press, Editors: Mook, L, Quarter, J, Ryan, S
Strategy and HRM in nonprofit organizations: evidence from Canada
The International Journal of Human Resource …, Jan 1, 2006
View all references) strategic typology, this paper explores strategic HRM in public service nonp... more View all references) strategic typology, this paper explores strategic HRM in public service nonprofits by examining the importance attached to HRM based on their strategic types. The results of a survey of 79 nonprofits and 7 case studies suggest that strategic HRM was not evident in ...
Nonprofit Management and Leadership, Jan 1, 2004
This study analyzes the implications of government-contract funding on the staffing pattern of a ... more This study analyzes the implications of government-contract funding on the staffing pattern of a nonprofit agency, the Canadian Red Cross, Toronto Region. Furthermore, the study explains the implications of the staffing pattern on services and on the agency' s organization. Staffing is one area that the literature on nonprofit organizations has not adequately addressed.
Strategic Change, Jan 1, 2006
HUMAN RESOURCES IN THE MIDDLE
Canadian HR Reporter, Jan 1, 2002
SUBJECTIVITY AND THE HR PROFESSION
Canadian HR Reporter, Jan 1, 2001
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Papers by Kunle Akingbola