Prelims

Cecilia Isabel Calderón-Valencia (UPAEP University, Mexico)

Judith Cavazos-Arroyo (UPAEP University, Mexico)

Alfonso López Lira-Arjona (Universidad Autónoma de Nuevo León, Mexico)

Promotion, Recruitment and Retention of Members in Nonprofit Organizations

ISBN: 978-1-83982-659-7, eISBN: 978-1-83982-658-0

Publication date: 8 February 2021

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Citation

Calderón-Valencia, C.I., Cavazos-Arroyo, J. and Lira-Arjona, A.L. (2021), "Prelims", Promotion, Recruitment and Retention of Members in Nonprofit Organizations, Emerald Publishing Limited, Leeds, pp. i-xvi. https://doi.org/10.1108/978-1-83982-658-020211001

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Emerald Publishing Limited

Half Title Page

Promotion, Recruitment and Retention of Members in Nonprofit Organizations

Title Page

Promotion, Recruitment and Retention of Members in Nonprofit Organizations

CECILIA ISABEL CALDERÓN-VALENCIA

UPAEP University, Mexico

JUDITH CAVAZOS-ARROYO

UPAEP University, Mexico

ALFONSO LÓPEZ LIRA-ARJONA

Universidad Autónoma de Nuevo León, Mexico

United Kingdom – North America – Japan – India – Malaysia – China

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Emerald Publishing Limited

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First edition 2021

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ISBN: 978-1-83982-659-7 (Print)

ISBN: 978-1-83982-658-0 (Online)

ISBN: 978-1-83982-660-3 (Epub)

List of Figures and Tables	ix
Abbreviations	xi
About the Authors	xiii
Preface	xv
Chapter 1 The Nature of Membership in Nonprofit Organizations	1
1.1. Introduction	1
1.2. Inclusion and Membership	2
1.2.1. Belongingness	2
1.2.2. Uniqueness	3
1.3. Motivations of NPO Members	3
1.4. Collaboration	7
1.4.1. Process of Collaboration	8
1.4.2. Collaborative Theories	10
1.5. Group Membership	11
1.6. The Nature of the NPO	14
1.6.1. Membership and NPO	15
Chapter 2 Toward Value for Members of Nonprofit Organizations	23
2.1. Introduction	23
2.2. Members in NPOs	23
2.3. SAV in NPOs	24
2.4. Organizational Identification and RM Perspectives in NPOs	26
2.4.1. Organizational identification in NPOs	26
2.4.2. RM in NPOs	28
2.5. Identification, RM Theories and SAV	30
2.6. Future Research	31
Chapter 3 Donor and Member Funds	39
3.1. Introduction	39
3.2. Managing for NPO Value Creation	40
3.2.1. Leadership and Governance	42
3.3. Donors as Members	44
3.4. Financial, Material, Human and Relational Resources	46
3.4.1. Financial Resources	47
3.4.2. Material Resources	49
3.4.3. Human Resources	49
3.4.4. Relational Resources	50
3.5. Funds Transfer	51
3.6. Implications for Donors	51
Chapter 4 Recruiting and Retaining Members	57
4.1. Introduction	57
4.2. The role of Motivation	57
4.3. Recruitment, Selection and Integration of Members	58
4.3.1. Recruitment	58
4.3.1.1. Recruitment Campaigns and Marketing Channels	63
4.3.1.2. Candidate Journey	68
4.3.2. Selection	71
4.3.3. Orientation and Integration	72
4.4. Retaining Members	73
4.4.1. Strategies for Retention	74
4.5. New Trends in Membership	76
Chapter 5 Social Capital from Non-Traditional Partners	81
5.1. Introduction	81
5.2. Entrepreneurship	82
5.3. Social Entrepreneurship	84
5.4. Environmental Influence	85
5.5. Social Capital	86
5.6. Bonding and Bridging Social Capital	86
5.7. Collaboration Among Social Capital Partners	87
Chapter 6 Sustainable Development and a Perspective to Nonprofit Organizations	95
6.1. Introduction	95
6.2. Sustainable Development Goals (SDGs) Agenda to 2030	95
6.2.1. Origins	96
6.3. Creating Value for Sustainable Development	100
6.4. A Nexus Proposition to Move Toward Sustainable Development	103
Index	113

List of Figures and Tables

Chapter 1

Table 1.1.	Influential Theories in a Nonprofit Context.	5
Fig. 1.1.	Stages of Interaction Models for Collaboration.	8
Fig. 1.2.	Membership as a Social System.	13

Chapter 2

Fig. 2.1.	Relational Value Creation in the NPO Context.	32

Chapter 3

Table 3.1.	Sources and Types of Resources.	46
Table 3.2.	Financial Structure Constituents.	48
Fig. 3.1.	NPO Fundraising Environment.	48

Chapter 4

Fig. 4.1.	Three Core Activities in Human Resources Planning Process.	58
Fig. 4.2.	Main Duties and Responsibilities of the Recruiting Coordinator.	60
Fig. 4.3.	Inbound and Outbound Recruiting.	62
Fig. 4.4.	Stages of the Candidate’s Journey.	69
Fig. 4.5.	Candidate Journey Map.	70

Chapter 5

Fig. 5.1.	Resource Provision.	88
Fig. 5.2.	Multilateral Exchange of Value.	89

Chapter 6

Table 6.1.	Critical Importance Areas and the Formulation of the 17 SDGs.	97
Fig. 6.1.	Dimension Diversity.	99
Fig. 6.2.	Conceptual Framework of Metacouplig Systems.	105
Fig. 6.3.	Conceptual Framework of NPO System and their Nexuses.	106

Abbreviations

Applicant Tracking System	ATS
Artificial Intelligence	AI
Charity Aid Foundation	CAF
Employee Net Promoter Score	eNPS
Human Resources Management	HRM
Key Performance Indicators	KPIs
Membership Associations	MAS
Millennium Development Goals	SDGs
Multiple-mini Interviews	MMIs
Nonprofit Organzation	NPO
Relationship Marketing	RM
Search Engine Optimization	SEO
Situational Judgment Tests	SJTs
Social Added Value	SAV
Small- and Medium-sized Enterprise	SME
United Nations	UN
Values-based Recruitment	VBR

About the Authors

Cecilia Isabel Calderón-Valencia

Dr Calderón-Valencia, born in Bolivia, studied economics; her master’s degree in Marketing and also holds a PhD in Business Administration from EGADE Business School. She has been a Full-time Professor at the Monterrey Tech University in Business Strategy and Marketing Strategies. She is currently a Research Professor at UPAEP University master’s programs, teaching Marketing Management, Marketing Metrics and Research Methodology, among others. She seeks to generate value in her research production and in the consultant activities she performs, and that the results of her work have a positive impact on her environment.

Judith Cavazos-Arroyo

Judith Cavazos-Arroyo is a Professor at the Interdisciplinary Postgraduate Centre at the Universidad Popular Autónoma del Estado de Puebla in Mexico. Her research focuses mainly on issues of social marketing and social innovation. She founded the Interdisciplinary Network of Innovation for Social Transformation. Her academic production is motivated by contributing to the knowledge and transformation of society, through research, reflection and the promotion of behavioral changes that favor the resolution of social problems in emerging countries.

Alfonso López Lira-Arjona

Dr López Lira holds a PhD in Business Administration from EGADE Business School. With a Bachelor Degree in Industrial and Systems Engineering, and a master’s degree in Quality and Productivity from Tecnológico de Monterrey, he is a Leading Consultant in management, innovation and entrepreneurship. As a national accredited researcher, his research line is focused in business growth and organizational innovation; thus, several studies involving SMEs from Latin America have been published. As a Graduate Professor, he lectures courses in Master’s Programs, Doctorate Seminars and Doctoral Dissertations.

Preface

Since the last decade, the number of nonprofit organizations (NPOs) has increased throughout the world. Their role is critical for attending vulnerable groups undergoing complex social issues. However, most of them face management and leadership challenges, due to a lack of effective policies and procedures, communication technologies, financial discipline and control of key performance indicators.

This book focuses in the generation of value for all NPOs’ members including top management, shareholders, board members, volunteers, employees, beneficiaries and non-traditional members. However, value is conceived beyond its mentioned members, implying qualitative indicators such as sustainability, wellness and the fulfillment of an NPO’s social mission.

The world has experienced changes, and thus, NPOs’ management requires the adaptation of paradigms that contribute in the achievement of its mission and objectives. Value perspective is no new argument; however, the novel approach considers relations and benefits for NPOs’ members, other stakeholders and the community. Therefore, each member possesses an aggregated value when commitment and active participation leads to change.

NPOs need to implement strategies for the recruitment and retention of such members. In that sense, this work is based on the following research question: the current perspective for value creation of NPOs’ members is sufficient for the former recruitment and retention purpose? An objective answer could be based on the need for more active NPOs’ participations with better strategies.

NPOs of any size are vulnerable to changes in the environment, due to their strongly correlated subsistence with charity and altruism. In some cases, funds are subdued to the commercialization of a product or service, implying a competitive effort in a globalized market where an increasing number of NPOs and other firms require scarce resources. Thus, the professionalization of its board, top management and staff is mandatory.

It is no secret to state that the agenda for sustainable development is still pending for all actors in society. Its dimensions are multifactorial and diverse; nevertheless, any NPO could actively participate through social innovation by recurring to synergies and alliances with other actors for a sustainable creation of value.

The purpose of this work is to highlight the value of NPOs’ members in the aim of fulfilling social missions. However, their significance could not be separated from the conditions of NPOs’ operational systems, results and nature of alliances. Thus, any NPO needs to understand, build and strengthen its value creation relations. Finally, the non-profit sector requires motivated, committed and active members valued for their essence and hard work; moved by love, compassion and empathy; and genuinely care for the needs of others.

Book Chapters

Prelims

Chapter 1: The Nature of Membership in Nonprofit Organizations

Chapter 2: Toward Value for Members of Nonprofit Organizations

Chapter 3: Donor and Member Funds

Chapter 4: Recruiting and Retaining Members

Chapter 5: Social Capital from Non-Traditional Partners

Chapter 6: Sustainable Development and a Perspective to Nonprofit Organizations

Index