The impact of management on NFP and FP social enterprises governed by government contracts and legislation

ABSTRACT

This paper compares the impact of management practices on employee outcomes in FP and NFP social enterprises that are contracted by the government and governed by a legislative framework.

The methods involved SEM analysis of a data from 689 study participants, 311 worked in FP and 378 worked in NFP social enterprises.

The contribution of the paper is that in contrast to previous research, the outcome shows new knowledge about how similar the impact of management practices is on employee outcomes, although, significant differences are evident in how it affects employee turnover intentions in FP and NFP social enterprises.

KEYWORDS:

• Management practices
• turnover intentions
• for-profit and non-for-profit social enterprises
• autonomy
• Psychological capital

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Funding

This work was supported by the Mackenzie Aged Care Pty ltd;Wesley Mission Queensland.

Notes on contributors

Yvonne Brunetto

Dr Yvonne Brunetto is professor of management and HRM in the School of Business & Tourism at Southern Cross University. She undertakes research on street level bureaucrats working in public, Not-for-Profits and For-Profit firms contracted by the government to service the public.

Matthew Xerri

Dr Matthew Xerri is senior lecturer in the Griffith Business School, Griffith University. He is a methodologist specialising in structural equation modelling and MPlus. He undertakes research on factors affecting  employee outcomes.

Benjamin Farr-Wharton

Dr Ben Farr-Wharton is Associate Professor in management in the School of Business and Law at Edith Cowan University. He undertakes research in employee wellbeing. He also is a methodologist specialising in structural equation modelling, multi-level modelling and MPlus.