Volume 15, Number 1, Spring 2012

CONTENTS
REGULAR ARTICLES

Working in a Non-Collective Bargaining Environment and
Building a Local Union Chapter: Texas as the "State of
Exception" ................................................................................................................. 1
T. Garrett

SYMPOSIUM

Symposium on Managing Performance of Faith-Based
Non-Profit Organizations, Part I............................................................................ 24
D. Fields and B. Boggs

Symposium Introduction ....................................................................................... 25
D. Fields and B. Boggs

How Faith-Based Nonprofit Organizations Define and Measure
Organizational Effectiveness ............................................................................... 29
G. A. Jacobs and J. A. Polito

Donor OPR and Values-Fit Incongruence: An Improved Predictor
of Donations of Unrestricted Funds for 501(C)(3)
Publicly-Supported, Tax-Exempt, Faith-Based,
Not-For-Profit Organizations? ............................................................................. 57
M. H. Wright, M. C. Bocarnea and J. K. Huntley

Numbers and Hearts: A Case Study in the Development of
Matrics for Transformational Ministry Outcomes ............................................ 88
J. Hale, A. Reesor, and R. John

ABSTRACT. Faith-based nonprofit organizations often do not track the
transformational outcomes of programs because these outcomes are
considered intangible and difficult to quantify. Bible League International's
(BLI) Board of Directors commissioned the development of an instrument to
assess the transformative impact of BLI's programs. This was accomplished
in collaboration with the Metadigm Group. From field interviews and from
relevant literature, three measurement domains emerged: Program
Participant Outcomes, Worker Capacity and Affiliation, and Program
Function. In pilot tests, qualitative methods were used to refine the
instrument. Due to time and budgetary restraints, the project ended prior to
conducting reliability studies. This case study presents factors driving faithbased
nonprofits to measure transformational outcomes, exposes some of
the methodological challenges in accessing transformational outcomes, and
provides an approach to developing an instrument to quantify
transformational outcomes.

ABSTRACT. The results from this qualitative study suggest that CEOs of Faith-
Based Nonprofit Organizations (FBNPOs) define and measure their
organization's effectiveness primarily based on the outcomes achieved in
meeting the immediate needs of their clients and in resolving root causes to
those needs. Other indicators of organizational effectiveness- including
financial reports, amount of services provided, client satisfaction, stake
holder support and perceptions -were also used by the CEOs of FBNPOs to
measure organizational effectiveness. The findings indicate that faith is the
source of "why" and "how" these FBNPOs conduct their activities. Measuring
the impact faith has on those whom they serve varies among the FBNPOs in
this study along a continuum of not being measured to being intentionally
measured.

ABSTRACT. To modernize budgeting system is a challenge issue in many
developing countries. To some scholars (Schick, 1998a, 1998b; Ma,
2009a), developing countries must first put into place basic budgetary
controls before moving to more advanced models of budgeting. This
approach of "basic first," however, is questioned by others (e.g., Andrew,
2006). Drawing on China's recent budget reforms, this essay reconfirms the
validity of the "basics first" approach. In China, budget reform since 1999
has begun to install budgetary controls for state finance, leading to an
enhancement of budgeting capacity and financial accountability. However,
governments at the same time have begun to be plagued by the unexpected
problem of delays in spending and the accumulation of significant
underexpenditures. Contrary to what many people may believe, we contend
that this somewhat odd problem arises not because the new budgeting
system has exercised too much control but rather because the new system
is not yet effective in exerting budgetary controls.

ABSTRACT. This study examined donor development processes in a faithbased,
501(c)(3) publicly-supported, tax-exempt organizational setting. The
conceptual framework is relationship marketing theory as informed from a
systems theory alignment perspective. Organization—public relationship
(OPR) dynamically predicts donor willingness to contribute unrestricted
funds. It is proffered that the discrepancy variable, "values-fit incongruence,"
significantly affects this dynamic. This contention is explored by asking the
following two questions: (a) does donor-organization values-fit incongruence
significantly negatively predict donor willingness to contribute unrestricted
funds, and b) is the OPR construct strengthened with the patent inclusion of
values-fit incongruence as an interactive moderator variable. Results
suggest values-fit incongruence significantly negatively predicts donor
willingness to contribute unrestricted funds. The results also suggest the
OPR model is not strengthened by patently including the values-fit
incongruence variable, as it may already be latently accounted for.

ABSTRACT. The author presents the experiences of a (re)founding organizer
of a local union chapter in South Texas. The union member's experience in
organizational development under circumstances that are politically and
economically hostile to employee rights – particularly the ability of faculty
associations to offer protection to its membership in the current national
anti-union political environment – is evaluated. The case is made here that
the State is continually using its sovereign executive and legislative power to
extract rights from those whom it makes exceptions, particularly unions.
Politicians and higher education executives are simultaneously attempting to
remove, effectively weaken and devalue the craftsmanship of worker
knowledge at the organizational level. An interpretation of the overall case
study is assessed using the knowledge analytic.

Go to top