The young and restless: Generation Y in the nonprofit workforce

The ability of nonprofit organizations to attract and retain the next generation of its workforce will play an integral role in the growth and vitality of the sector. Management literature provides a number of suggestions for nonprofit managers emphasizing a focus on enhancing non-compensation related job characteristics in order to attract and retain a young workforce. Yet, this literature largely ignores survey research which indicates that Generation Y employees value compensation and non-compensation related characteristics differently than previous generations. Before management changes are proposed and implemented by nonprofit managers, we must first understand how the nonprofit sector compensates Generation Y employees. This study enhances our understanding of wage differentials by using data from the 2001-2006 American Community Survey’s to examine a sample of approximately 178,000 young, educated employees.

The ability of nonprofit organizations to attract and retain the next generation of its workforce will play an integral role in the growth and vitality of the sector. Management literature provides a number of suggestions for nonprofit managers emphasizing a focus on enhancing non-compensation related job characteristics in order to attract and retain a young workforce. Yet, this literature largely ignores survey research which indicates that Generation Y employees value compensation and non-compensation related characteristics differently than previous generations. Before management changes are proposed and implemented by nonprofit managers, we must first understand how the nonprofit sector compensates Generation Y employees. This study enhances our understanding of wage differentials by using data from the 2001-2006 American Community Survey's to examine a sample of approximately 178,000 young, educated employees.

File Type: 2307/41506761
Categories: Leadership, Public Policy