THE ACCOUNTABILITY OF NONPROFIT EXECUTIVE DIRECTORS: THE PERFORMANCE APPRAISAL PROCESS

 
 
 
 

THE ACCOUNTABILITY OF NONPROFIT EXECUTIVE DIRECTORS: THE PERFORMANCE APPRAISAL PROCESS

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Title: THE ACCOUNTABILITY OF NONPROFIT EXECUTIVE DIRECTORS: THE PERFORMANCE APPRAISAL PROCESS
Author: Beyerle, Theresa Susan
Description: Accountability has become a key issue in nonprofit literature—but public trust in nonprofits continues to decline. This study comprises a survey of nonprofit organizations in Summit County, Ohio to construct an exploratory and descriptive analysis of the practice and theory of appraising the performance of the executive director seeking to link the performance appraisal of executive directors to the accountability of organizations. The intent of this study is to examine the procedures and policies used to evaluate the performance of nonprofit executive directors. In addition, this study examines literature salient to the issues of nonprofit governance and administration, accountability, and performance appraisal, within a theoretical framework of decision making. Boards of directors have access to more information than ever before regarding how to function as a governing body, and how to learn, develop, and grow as individuals responsible for overseeing organizations. Yet little encourages board members to delve deeper into their organizations, instead they are often discouraged from micromanaging. This study seeks to discover just how intensely boards are examining the source of their information—the executive director. The research question is: Is a performance appraisal conducted, and what factors contribute to that phenomenon? Suggestions for areas of improvement are also addressed. One hundred and fourteen responses were obtained using a survey designed specifically for this project. Results showed significant relationships between concrete factors such as the size of the organization and the existence of standardized performance appraisal procedures and whether an appraisal is conducted. Variables representing perceptions and beliefs also demonstrated relationships suggesting factors that influence whether a performance appraisal is conducted.
Permanent Link: http://rave.ohiolink.edu/etdc/view?acc_num=akron1145296188
http://hdl.handle.net/2374.OX/3388
Date: 2006

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