Employee Relationships in Greenpeace

It is straightforward to assume that motivations to perform a job at each of the two types of organization differ: whereas in profit-oriented organizations extrinsic motivation (motivation to perform a task due to external incentives, such as monetary rewards or threats) holds a dominant role, in non-profit organizations extrinsic motivation seems to play a minor role, with intrinsic motivation holding the dominant role. Intrinsic motivation describes the desire to perform a task (well), for the inner benefits derived from doing it, rather than external motivation provided by management or principals. Throughout the following sections, intrinsic motivation will therefore be a resurfacing topic, connecting individual topics and pointing towards the leitmotif of this paper, of how a non-profit organization like Greenpeace attracts, manages and retains its workforce.
             Selection & Signaling.
             For any company, profit or non-profit, the selection of the right job candidates is a pressing issue. As pointed out before, most job candidates applying for jobs at Greenpeace will be, to some extent and differing with the type of job considered, intrinsically motivated. It is tempting to think that the only dimension of relevance to recruiters when it comes to assessing job applicants will therefore be "motivation". To Greenpeace and its recruiters it is however equally or even more important to also run its organization as efficient and effective as possible, which can only be achieved through hiring the most productive employees. Accordingly motivation is not a substitute, but rather a complement of hard skill (like education, experience) in the relevant field for a given job. It is therefore not surprising that the application process at Greenpeace is a lengthy and extensive procedure, comparable to those of large for-profit firms.
             The process usually followed is:.
             • Short listing .