Date of Conferral

2020

Degree

Ph.D.

School

Management

Advisor

William Tetu

Abstract

Although research shows that disengaged employees contribute to increased health and hiring costs in for-profit organizations, there is a gap in the literature concerning the relationship between organizational climate (OC) and employee engagement (EE) in nonprofit organizations (NPOs). In this study, it was hypothesized that employee answers to the Utrecht Work Engagement Scale-17 (UWES-17) and OC surveys (for example, of management styles and innovation) would predict EE in a NPO. The study further addressed the question of whether age or the division in which the employees worked influenced the relationship between OC and EE. Kahn’s engagement theory served as the theoretical framework. An electronic survey-questionnaire was used to measure OC; questions from the UWES-17 were included to measure the EE of 116 full-time NPO employees working across four different divisions. Results demonstrated that the EE subfactor vigor has a significant impact on OC. However, neither age nor division were found to be significant factors. The EE subfactors dedication and absorption were statistically insignificant in the regression models and thus were not influencers of the organizational climate management (OCM) relationship. Further analysis of the data also showed that employees at the mental health division of the NPO scored significantly lower in engagement than did their colleagues working in the other divisions. This study contributes to positive social change by illuminating the issue of EE in NPOs. With more understanding of the OC factors that contribute to low levels of EE, managers may be able to produce a more engaged workforce and increase the revenue of NPOs.

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