Over the last decades, there has been growing interest in the job performance and employment relationship, and how insights gained translate into added value. Most of the research done until today has focused on American for-profit companies. This paper however, will elaborate on facts and issues as well as possible solutions a non-profit company might have to take into consideration when designing and maintaining the employment relation with its workers, at the hands of an explanatory organization, namely Greenpeace International (Greenpeace). .
After a short introduction to Greenpeace, the selection and signaling process of potential employees and the organization will be highlighted. We will then take a look at different motivators, specifically intrinsic motivation and the reward scheme. Related to the reward scheme, training and development as well as careers and promotions will be thematized in subsequent sections. Lastly, we will summarize our main findings and end with a conclusion.
Introduction to Greenpeace.
Greenpeace is an internationally operating non-profit political organization, its mission being the protection and preservation of the environment. It was founded in 1971 by peace-activists in Vancouver and is currently headquartered in Amsterdam. Historically the organization saw its main priority in fighting nuclear testing and whaling. Over time saving the rain forests and global warming have become additional fields of commitment. Although Greenpeace has only around 2400 permanent employees, it is one of most widely recognized non-profit organization, with active members numbering more than three million. Notable past successes are the ending of commercial whaling and the early stop of many nuclear test programs. .
Intrinsic Motivation.
As mentioned before, Greenpeace is a non-profit organization, which constitutes a fundamental difference to the majority of organizations, being profit-oriented.