The Implication of misalignment of strategic, mission driven organizations and their HR Practices.

The following is the content and questions that are required to be addressed in the paper:
Nonprofit organizations in particular pride themselves on being mission-driven. Particularly in the nonprofit
work – there’s a sense of pride in the work that is being done to serve communities, and values such as equity,
social responsibility, social justice, inclusion and diversity, sustainability, etc. are at the forefront of the story.
We see a lot of generic language in translating strategic missions into performance management systems and
posters full of slogans on the walls at the office, but words on a paper do not necessarily translate into strong
organizational culture and teams. Line managers are doing much of the work in this regard, but it seems that HR
often exists to provide guardrails on organizational policy, and fails to provide substantial support and drive
employee engagement.
However, what does that really mean? Address the meaning of strategic organizations and mission driven
organizations. Is it often just a focus on the work that’s being done in terms of services to the end-user? Or does
being mission-driven also translate internally into HR practices? Is the mission so impactful to entry-level
employees, that they remain loyal to the organization (maybe not so much to their leadership) to rise into a
leadership position to impact a positive change?
If it is the case that mission-driven organizations that are value-driven in terms of their product or service
delivery always get it right when it comes to HR? Do all mission-driven, value-driven organizations also align
their strategy with their HR practices? Is the claim enough? And if not why not?
Eva, Nathan, Alexander Newman, Abby Jingzi Zhou, and Steven Shijin Zhou. 2020. The relationship between
ethical leadership and employees’ internal and external community citizenship behaviors. Personnel Review 49
(2) (2019;): 636-52.
Address the difference between the medium between mission/values-based motivation and
compensation/benefits systems? What role does HR play in communicating mission and values to front-line
employees, and how can those employees influence the organization in turn?
What are the implications in the retention of employees, the ability to recruit employees, and the job satisfaction
of employees of these strategic organizations that do not align their strategy in their HR practices? With each of
the different systems in HR.
How does Human Resources live the mission in itself (some of the most mission-driven organizations have
some of the worst HR practices) – cite some examples and then address the question of how can organizations
ensure that the mission trickles into HR practices?
Leidner, Sarah, Denise Baden, and Melanie J. Ashleigh. 2019. Green (environmental) HRM: Aligning ideals
with appropriate practices. Personnel Review 48 (5): 1169-85.
Kaiser, Cheryl R., Brenda Major, Ines Jurcevic, Tessa L. Dover, Laura M. Brady, and Jenessa R. Shapiro. 2013.
Presumed fair: Ironic effects of organizational diversity structures. Journal of Personality and Social Psychology
104 (3): 504-19.
Incorporate the concept of motivation within the discussion, oftentimes people are recruited or join an
organization motivated by a particular mission. Why are people motivated to do what they do? And is their
attraction to the mission of the organization sufficient to keepthem there?
However through HR practices that do not align, they may steer away or one can not retain them, or one does
not have the motivation to remain.
Cantarelli, Paola, Nicola Belle, and Francesco Longo. 2020a. Exploring the motivational bases of public
mission-driven professions using a sequential-explanatory design. Public Management Review 22 (10): 1535-59.
Leave off with the big question of balance. How can one strike the balance of both addressing: mission/valuesbased motivation and a compensation/benefits system required in traditional HR management??

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