WORKERS IN SOCIAL ENTERPRISES AND THEIR MOTIVATIONS FOR DESIRE TO STAY IN THEIR JOBS

Abstract

In order to further understand what motivates those who engage in social enterprise, this study employed an mixed-method exploratory research design based on the a needs theory framework. The factor analysis of the survey revealed two variables, which represent internal and extrinsic drive, respectively. The degree to which these requirements are met provides insight into whether or if employees, managers, and creators plan to remain in their existing positions. However, the outcomes demonstrated that there are differences in the degree to which one's basic requirements are met across occupations. We investigate specific requirements that emerge from social entrepreneurs' identities and the environments in which they operate. In this article, we examine the consequences for human resource management in social enterprises. Despite their altruistic motivations, social entrepreneurs are nonetheless expected to compete successfully in a global marketplace. In such a setting, how human resources are managed is of the utmost importance. Keeping productivity levels at a competitive level is difficult, and it's more difficult to do so while retaining a stable workforce. To overcome this difficulty, one must devise a plan. This study aims to shed light on the factors (distributive justice, commander interchange, job happiness, and organizational commitment) that contribute to the retention or turnover of employees in social companies. The study's main premise on the woman's predictive power was examined using partial least square, an method for modelling structural equations. The findings did confirm most of the woman's predictions, but the link between distributive and either organizational loyalty or work happiness was flimsy at best. Finally, key challenges from human resources management are extracted with the aim of reducing the permanent staff turnover rate in social good organizations.