The Nonprofit Assimilation Process and Work-Life Balance

Nonprofit organizations are a context where workers’ passion and commitment to their work may make it more difficult to negotiate between professional work and private life demands. Challenges in navigating work and life are important issues for individual sustainability and influence organizational sustainability in terms of retention and organizational commitment. As new employees join an organization, they are socialized into the rhythm and norms of the workplace; therefore, early employment provides an important juncture to study how new employees come to understand work-life expectations. This qualitative study considers 55 interviews with new employees (employed six months or less) at a nonprofit social welfare organization which was concerned with high employee turnover. Participants described how they came to the organization, how they learned the expected behaviors for their positions and messages received from organizational members (e.g., supervisors and coworkers) and social groups outside of the organization (e.g., family and friends) pertaining to managing work and life responsibilities. Findings highlight the importance of communication, extend organizational assimilation concepts, and offer practical implications to enhance sustainability for organizations and employees.

Innovation to what end? Exploring the dynamic landscape of Texas teacher preparation pathways

The teacher education and preparation marketplace is a complex mix of traditional and alternative programs. Though prior studies have identified a great deal of variation across these programs, an analysis of innovation has been limited. Drawing on theories of organizational innovation, and specifically, dimensions of innovation related to organizational structure, processes, and outcomes, we conduct an exploratory study of innovation in Texas’ teacher preparation marketplace. This descriptive study of teacher preparation programs includes an analysis of state and national data across three years (2014-2017). Data also include results from a content analysis of 30 sample program websites. Although most programs met accountability requirements, we found few programs signaled innovation related to program, teacher, and workforce characteristics. Rather, we identified organizational assimilation as programs adopted similar features to remain competitive. Our analysis suggests programs should critically unpack what it means to be innovative in a dynamic and competitive teacher preparation marketplace.

Examining the relationships between face concerns and dissent

Purpose The purpose of this study is to examine the relationships between face concerns, articulated (upward) dissent and organizational assimilation. In this study, articulated dissent was conceptualized as a type of dissent. Design/methodology/approach A questionnaire was distributed to 370 working adults in the USA via Qualtrics. The questionnaire measured five face concerns, namely, self, other and mutual-face, articulated dissent and organizational assimilation. Before hypothesis testing, each measure was subjected to a confirmatory factor analysis to ensure that the hypothesized factor structure held. Pearson correlation and ordinary least squares estimation were used to test the hypotheses. Findings Conceptualizing dissent as a type of conflict, the findings of the current study are as follows: self-face and assimilation are positively correlated, other-face and assimilation are positively correlated, mutual-face and assimilation are positively correlated, assimilation and articulated dissent are positively correlated and organizational assimilation mediated the relationship between mutual-face and articulated dissent. Research limitations/implications Theoretically, the self-presentation process (face) is more critical as a person becomes part of an organization; it is through assimilating into an organization that members become familiar with the norms of an organization and more comfortable dissenting to their superiors (articulated dissent); and the more the authors integrate with the work colleagues the more the authors engage in mutual face-saving. Practical implications The results of this study demonstrate that self-presentation is critical as a person becomes part of an organization, particularly when it comes to managing conflict. Originality/value This is the first study to link facework with organizational dissent. The results add to the understanding of how face affects whether we choose to express this kind of conflict behavior.