An investigation into the factors that motivate ... · Commercial Manager with Accenture. Dearbhla has ... followed by recognition for ... following report looks at the motivational

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An investigation into the factors that motivate

professional Fundraisers; their strategies for dealing

with feelings of de-motivation; and their reasons for

changing jobs.

Report Author:

Dearbhla Finn

Director of Corporate & Strategic Development

Pilkington & Swift

www.pilkingtonandswift.com

June 2015

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About the author:

Dearbhla has worked as an Accountant with PriceWaterhouseCoopers (PWC) and as a

Commercial Manager with Accenture. Dearbhla has worked in London, Prague, Paris, Brussels

and the Channel Islands and is currently based in Dublin. Dearbhla has 15 years‟ experience in

the field of education and training. In addition to developing content, assessments and

designing and delivering training in the not-for profit (NFP) and commercial sectors in

management, sales, marketing, strategic planning, business planning, team development, group

dynamics, leadership and personal development programmes, Dearbhla was a Lecturer in

Dublin City University Business School on under-graduate and post-graduate programmes in

Management and Strategic Management. Dearbhla also lectured in Strategic Planning for the

NFP sector in All Hallows College on the Masters in Management for the Community and

Voluntary Sector. Dearbhla has extensive experience of conducting programme performance

evaluations and impact analysis in both the NFP and commercial sector. Dearbhla has many

years fundraising experience (starting at the age of 9!) in Community, Trust, Foundations and

Grants, Capital and Corporate fundraising and most recently was the Head of Education &

Training at Fundraising Ireland. Dearbhla has a Master‟s in Business from the UCD Smurfit

Business School, an Honours Degree in Business from the University of Ulster and

professional Diplomas in Employment Law, Digital Marketing, HR Management, Event

Management and Project Management.

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Contents Page

Page No.

1.0 Abstract 5

2.0 Introduction 6

3.0 Research methodology 6

4.0 Research findings 7

4.1 Employment status of survey respondents 7

4.2 Organisation size of survey respondents 8

4.3 Number of years‟ experience of survey respondents 9

4.4 Motivating factors of survey respondents 10

4.5 Reasons for changing job 12

4.6 Actions to deal with feelings of de-motivation in the work place 14

5.0 Conclusions 16

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List of charts

Chart 1: Employment status of survey respondents

Chart 2: Organisation profile of survey respondents

Chart 3: How many years as a professional fundraiser do you have?

Chart 4: What are the factors that motivate you at work?

Chart 5: What have been your reasons for changing jobs in the past?

Chart 6: What actions do you take to deal with feelings of de-motivation in the work place?

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1.0 Abstract

Successfully motivating employees is a constant challenge facing managers. Modern

motivation theories provide explanations and recommendations as to how to successfully solve

this management puzzle. For managers seeking to ensure staff are motivated, so that the

organisation reaches its goals effectively and maximises its impact, understanding the relevant

theories and their implications would appear to be a good starting point. However many of

these theories have been developed using data from the for-profit sector. The report investigates

the factors that motivate professional fundraisers working in the not-for profit sector in Ireland;

how these professionals deal with feelings of de-motivation in the workplace; and the reasons

behind decisions to change jobs. The findings of the research revealed that the principle

motivating factor of respondents was a feeling of accomplishment (84.3%), followed by

recognition for their work (67.6%) and having a good variety of work within their role (64.7%)

Talking to colleagues was the principle strategy employed in dealing with feelings of de-

motivation (27%), followed by talking to a line manager (22%) and looking for a new job

(20%). The main reasons identified for changing jobs were to get a more senior role (32.4%),

followed closely by too few opportunities for growth and advancement (29.4%), loss of trust in

senior managers/leaders (28.4%) and dissatisfaction with line management (26.5%).

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2.0 INTRODUCTION

Motivating employees effectively, continues to be one of management‟s most challenging

and important tasks. In an attempt to understand the complexities of employee motivation

various motivation theories have been developed to explain and predict goal-directed

behaviour, such as need theories (e.g. Maslow‟s Need Hierarchy Theory, Mc Clelland‟s Need

Theory), reinforcement theories (e.g. Thorndike and Skinner), job characteristics (Hackman

and Oldham) and cognitive theories (e.g. Adam‟s Equity Theory of Motivation, Vroom‟s

Expectancy Theory of Motivation, Locke‟s motivation through goal setting), each varying in

the theoretical perspective used to explain the causal mechanisms of behaviour. The

following report looks at the motivational factors of professional fundraisers in the not-for-

profit sector working in Ireland, the strategies they employed in dealing with feelings of de-

motivation and the key reasons behind decisions to change jobs (in a profession with an

anecdotally high rate of staff turnover.)

3.0 RESEARCH METHODOLOGY

An online survey tool was administered in March 2015. There was a 27.2% response rate to

the survey.

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4.0 RESEARCH FINDINGS

4.1 EMPLOYMENT STATUS OF SURVEY RESPONDENTS

Chart 1: Employment status of survey respondents

71.6% of respondents were employed in a full-time position with a charity/ not-for profit

organisation (NFP), 10.8% of respondents were employed on a part-time basis with a

charity/not-for-profit organisation (NFP), 9.8% of respondents were working as consultants to

the charity/not-for-profit (NFP) sector and 7.8% of respondents worked with a company that

provided services to charities/not-for-profit sector (NFP).

71%

11%

10% 8%

Employment Status of Survey Respondents

I am a Full-time Fundraiser in apaid position

I am a Part-time Fundraiser in apaid position

I work as a Consultant to theNFP sector

I work for a company thatprovides services to the NFPsector

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4.2 ORGANISATION SIZE OF SURVEY RESPONDENTS

Chart 2: Organisation profile of respondents

36.1% of respondents worked for charities/NFP organisations with between 1 and 2 paid

fundraisers, 20.6% of respondents worked for charities/NFP organisations with between 3 and

5 paid fundraisers, 10.3% of respondents worked for charities/NFP organisations with between

6 and 10 paid fundraisers and 33.0% of respondents worked with charities/NFP organisations

with more than 10 paid fundraisers.

36%

21%

10%

33%

Organisation Profile of Respondents

Between 1 and 2 paidfundraisers (excludesvolunteers)

Between 2 and 5 paidfundraisers (excludesvolunteers)

Between 6 and 10 paidfundraisers (excludesvolunteers)

More than 10 paid fundraisers(excludes volunteers)

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4.3 NUMBER OF YEARS’ EXPERIENCE AS A PROFESSIONAL FUNDRAISER

Chart 3: How many years as a professional fundraiser do you have?

4.9% of respondents had less than 6 months professional fundraising experience, 5.9% had

more than 6 months but less than a year professional fundraising experience, 7.8% of

respondents had more than 1 years‟ professional fundraising experience but less than 2 years,

8.8% more than 2 years‟ but less than 3 years‟ professional fundraising experience, 14.7% had

more than 3 years but less than 5 years‟ professional fundraising experience, 30.4% of

respondents had more than 5 but less than 10 years professional fundraising, and 27.5% of

respondents had more than 10 years‟ professional fundraising experience.

5% 6% 8%

9%

15%

30%

27%

How many years as a professional fundraiser do you have?

< 6 months experience

> 6 months but < 1 year'sexperience

> 1 year but < 2 yearsexperience

> 2 years but < 3 yearsexperience

> 3 years but < 5 yearsexperience

> 5 years but < 10 yearsexperience

>10 years experience

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4.4 MOTIVATING FACTORS

Respondents were asked to identify the factors that motivate them in their work. Respondents

were not asked to rate the factors but were asked to select as many factors as applied to them

from a given list.

Chart 4: What are the factors that motivate you at work?

84.3

67.6

24.5

51

16.7

24.5

53.9

15.7 18.6

38.2

64.7

52.9

2.9

0

10

20

30

40

50

60

70

80

90

What are the factors that motivate you at work?

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The six motivating factors that received the most support from respondents were feelings of

accomplishment (84.3%), recognition for their work (67.6%) having good variety in their work

(64.7%) having good working relationships (53.9%) having their opinions listened to (52.9%)

and having a sense of responsibility (51.0%). 38.2% said that pay was a motivating factor,

24.5% of respondents felt that a chance of promotion and 24.5% said working conditions were

motivating factors, 18.6% felt that being needed was a motivating factor, 16.7% of respondents

said that job security was a motivating factor and 15.7% felt that family friendly policies were a

motivating factor.

Other factors identified by respondents included:

I care about the people we serve

The cause I work for/resonance with the cause

The values of the organisation and the mission

Knowing I am helping others

Opportunity to make life better for beneficiaries

Making a difference and meeting great people

Sense of purpose in the work – making a difference to real people

A passion for and strong commitment to the ethos of the organisation and our vision

Thinking of new ways of doing things and bringing them to fruition

Impacting positively on the lives of those who are sick

Seeing the money I raise put to good use

Feeling challenged

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4.5 REASONS FOR CHANGING JOBS

Respondents were asked to identify the reasons that had caused them to leave a position in the

past. Respondents were asked to select as many factors as applied to them from a given list.

Chart 5: Reasons for changing positions

10% 12% 6%

29%

24%

22%

17%

28% 12% 17%

27%

25%

32%

38%

Reasons for changing jobs

Work place did not live up to myexpectations

There was too littlecoaching/training

There was no feedback given onhow I was performing

There were too few growth andadvancement opportunities

Felt devalued or unrecognised

Stressed from over-work

Poor work-life balance

Loss of trust in seniormanagers/leaders

I wasn't happy with what I wasbeing paid

Role not as challenging or enjoyableas it once was

Dissatisfaction with linemanagement

The offer of a better paid job

To get a more senior position

None of the above

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The most popular reason for leaving a role was to get a more senior position - 32.4%. 29.4%

had left a role because there were too few growth and advancement opportunities, 28.4% had

lost trust in senior managers/leaders, 26.5% left their role because of dissatisfaction with line

managers, 24.5% left because of an offer of a better paid job, 23.5% left because they felt

devalued or unrecognised, 21.6% left because they were stressed from over-work, 16.7% left

because the role was not challenging enough and 16.7% because of poor work-life balance,

11.8% left because there was too little coaching/training and 11.8% because they weren‟t

happy with what they were being paid. 9.8% left because the workplace did not live up to their

expectations and 5.9% left because they were not given feedback how they were performing in

the role. Of the 38% of respondents who answered „none of the above‟ - 32% of respondents

said the question did not apply to them as they had not moved jobs and 6% said that they had

changed jobs due to internal promotion, moving abroad or the end of a contract which was not

renewed.

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4.6 RESPONSES TO FEELINGS OF DE-MOTIVATION

Chart 6: When you feel de-motivated at work what do you do?

In response to the question “When you feel de-motivated at work what do you do? 44.1% of

respondents said they talked to a colleague to get their opinion/perspective, 36.3% said they

talked to their line manager about how they were feeling, 33.3% responded that they started

looking for a new job, 19.6% said they started taking training courses to improve their skills so

they could get a new job in a different organisation, 15.7% said they started taking training

courses to improve their skills so they could get promoted in their current organisation. 16.7%

respondents stated “other” reasons, which included for example;

I reconnect with the cause somehow – visit a programme

Continuous professional development

33.30%

44.10%

36.30%

19.60%

15.70%

16.70%

When you feel de-motivated at work what do you do?

I start looking for a new job

I talk to a colleague to get theiropinion

I talk to my line manager abouthow I am feeling

I start taking training courses toimprove my skills so that I canget a new job in a differentorganisation

I start taking training courses toimprove my skills so that I canget promoted in my currentorganisation

None of the above

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Look in to other career options apart from Fundraising

Motivate myself with new projects that interest me

Create a different project for myself to work on

Take a holiday

I reconnect with my motivation for moving in to this role and why I am committed to

this organisation

Look to myself and what I could improve and how

Walk around the projects we are funding to see the positive impact we are having

I try and concentrate on the positives

Look at how I can change priorities in my role to focus on areas that interest me

Try and challenge myself to beat previous targets

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5.0 CONCLUSIONS

Understanding the goal-directed behaviour of employees is at the heart of the various

motivation theories that have been formulated since the 1930's. However most of this research

has been conducted in the for-profit sector. The research undertaken for this report sought to

identify the factors that motivate professional Fundraisers working in the not-for-profit sector

in Ireland; the strategies employed by these professional Fundraisers for dealing with feelings

of de-motivation; and to investigate their reasons for changing jobs - in a profession with an

anecdotally high-rate of staff turnover.

Factors that motivate professional Fundraisers working in the not-for profit sector in

Ireland

The research found that the main factors which motivated fundraising professionals working

in the not-for profit sector were feelings of accomplishment (84.3%), recognition for their

work (67.6%) having good variety in their work (64.7%) having good working relationships

(53.9%) having their opinions listened to (52.9%) and having a sense of responsibility (51.0%).

38.2% said that pay was a motivating factor, 24.5% of respondents felt that a chance of

promotion and 24.5% said working conditions were motivating factors, 18.6% responded that a

feeling of being needed was a motivating factor, 16.7% of respondents said that job security

was a motivating factor and 15.7% felt that family friendly policies were a motivating factor.

Of interest are the other contextual specific factors that respondents cited as motivating factors.

These included their connection to the cause they worked for, caring for the people the cause

served and the opportunity their role provided to making a difference for the beneficiaries of

the not-for profit organisation.

Strategies for dealing with feelings of de-motivation employed by professional

Fundraisers working in the not-for profit sector in Ireland

44.1% of respondents said they talked to a colleague to get their opinion/perspective, 36.3%

said they talked to their line manager about how they were feeling, 33.3% responded that they

started looking for a new job, 19.6% said they started taking training courses to improve their

skills so they could get a new job in a different organisation, 15.7% said they started taking

training courses to improve their skills so they could get promoted in their current organisation.

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And 16.7% respondents stated “other” reasons, which included for example looking for a role

outside of Fundraising, reconnecting with the cause, changing work priorities where possible to

work on projects that have a particular personal interest.

Reasons for changing jobs

Factors which led individuals to look for a job with another employer were to get a more

senior position (32.4%), too few growth and advancement opportunities (29.4%), lost trust in

senior managers/leaders (28.4%), dissatisfaction with line managers (26.5%), an offer of a

better paid job (24.5%), feeling devalued or unrecognised (23.5%), stressed from over-work

(21.6%), the role was not challenging enough (16.7%) poor work-life balance (16.7%), too

little coaching/training (11.8%) and because they weren‟t happy with what they were being

paid (11.8%). 9.8% left because the workplace did not live up to their expectations and 5.9%

left because they were not given feedback how they were performing in the role. Of the 38% of

respondents who answered none of the above - 32% of respondents said the question did not

apply to them as they had not moved jobs and 6% said that they had changed jobs due to

internal promotion, moving abroad or the end of a contract which was not renewed.

Conclusion

These findings should provide useful insights to those in managerial and leadership positions

in not-for-profit organisations in Ireland and provide a basis for further research.