This book untangles the theory and practice of employee engagement in nonprofit organizations. It examines the antecedents, dimensions, and consequences of employee engagement while providing evidence-based context specific models for the deployment of employee engagement to facilitate how individuals and teams contribute to and enhance organizational performance and community outcomes in nonprofit organizations. Alongside the theoretical aspects are concrete examples of how to develop, implement and manage employee engagement in nonprofit employment relations and HR practices. Facilitating understanding of aspects of engagement that are unique to nonprofit organizations, this work offers researchers and students a comprehensive analysis of models that explain the role of the environment, the characteristics of employees and the organization in the dimensions of employee engagement in nonprofit organizations.

Nonprofit organizations are arguably in a perpetual state of change. Nonprofits must constantly scan, analyze, and adapt to the implications of the changing needs of clients, the community, funders, and government policy. Hence, the core competencies and capabilities of nonprofits must include how to effectively manage change. The knowledge, skills, and abilities of employees, volunteers, and managers must include the competencies required to formulate and implement strategies to manage planned and unplanned change. This book brings to the forefront the challenges and opportunities of change by combining insights from practice, research, and theories of change management to examine nonprofits. It incorporates interdisciplinary perspectives to examine the dimensions, determinants, and outcomes of change in nonprofits. It offers managers, researchers, and students case examples on how to develop, implement, and manage change in the context of nonprofits. Readers will better understand the dimensions of change that are unique to nonprofits and how these should be integrated into strategy and day-to-day operations, including reflection for both the change agent and the change recipient.