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Looking through the staff lens: membership retention strategies in 501c6 nonprofit organizations

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Looking through the staff lens: membership retention strategies in 501c6 nonprofit organizations

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Content 1
Looking Through the Staff Lens: Membership Retention Strategies in 501c6 Nonprofit
Organizations
by
Diane Marie Enos
A Dissertation Presented to the
FACULTY OF THE USC ROSSIER SCHOOL OF EDUCATION
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of the
Requirements for the Degree
DOCTOR OF EDUCATION
May 2024
Copyright 2024 Diane Marie Enos

2
Acknowledgments
As I reflect on the journey that culminated in this dissertation, my heart is filled with
gratitude for the unwavering support and love I received from so many. This achievement is not
solely my own but a testament to the collective encouragement, guidance, and belief of those
around me.
First, to my husband and the love of my life, Tim, your unwavering love, patience, and
support have been my anchor throughout this journey. Your belief in my potential and endless
encouragement have propelled me forward, even in the most challenging times. You have been
more than a partner; you have been my steadfast companion, offering solace and practical support
with boundless patience. This accomplishment is not just mine but ours, a testament to our shared
sacrifices and dreams. Tim, I am eternally grateful to you and cherish the life we have built
together.
I extend my deepest gratitude and love to my family, the foundation of my strength and
resilience. To my parents, Dwight, whose absence is a loss felt by all of us, and Holly, whose
unwavering love and formidable strength have illuminated my path of lifelong learning – thank
you for embedding in me the invaluable virtues of hard work and perseverance. Mom, your love
and indomitable spirit have been a guiding light, providing comfort and courage. My brilliant
sister, Dr. Christine Rodriguez, your insightful wisdom and steadfast encouragement have been
crucial in navigating the complexities of this journey, offering me perspective, laughter,
friendship, and grounding when I needed it most. To my brother, Kevin, whose irrepressible
humor and candid "oh sh*t" remarks have brought laughter and lightness in times of stress and
seriousness, demonstrating the power of joy and resilience in facing life’s challenges. Kevin, your
spirit and ability to find happiness, even in adversity, have imparted lessons far beyond

3
conventional wisdom. Each of you, in your unique way, has contributed to my growth and
success, teaching me lessons of love, laughter, and the importance of perseverance.
My profound appreciation goes to my dissertation committee – Dr. Dennis Hocevar, Dr.
Lawrence Picus, and Dr. Sandra Gill – whose wisdom, support, and guidance have been
instrumental in sculpting both the contours of this research and my development as an academic.
Your faith in my abilities has been a constant source of encouragement even in moments of doubt.
Your insights and constructive critiques have honed my work and given me a deeper
understanding and appreciation for my field, shaping me into the scholar I am today.
I must acknowledge the incredible support system comprising my friends, family, and
colleagues, whose generosity of spirit has been a gift throughout this journey. Your
understanding, adaptability, and unwavering support have smoothed the path toward this
achievement, making it a more joyful and meaningful experience. To my OCL Cohort 22
colleagues, the bond we have formed through shared challenges and triumphs has been
inspirational. Your readiness to offer a timely "LFG!" has bolstered my spirits and reminded me
that solidarity can make even the steepest climbs surmountable.
This dissertation marks a significant milestone in my academic path, yet it is the love,
laughter, and wisdom shared with all of you that I hold most dear. My heart swells with gratitude
for each of you; thank you for being part of this journey.

4
Table of Contents
Acknowledgments 2
Table of Contents 4
List of Tables 7
List of Figures 8
Abstract 9
CHAPTER ONE: INTRODUCTION TO THE STUDY 10
Research Problem 10
Purpose of the Study 12
Significance of the Study 12
Overview of Theoretical Framework and Methodology 14
Definitions 18
501c6 membership-based, board-driven nonprofit organizations 18
Member Retention 19
Nonprofit Staff 19
Value Proposition 19
Organization of the Dissertation 19
CHAPTER TWO: LITERATURE REVIEW 21
Theoretical Framework 22
Organizational Cultural Norms 24
Best Practices 26
Challenges and Barriers 27
Existing Strategies and Solutions 28
Communication 29
Best Practices 30
Challenges and Barriers 31
Existing Strategies and Solutions 32
Staff Professional Development 33
Best Practices 35
Challenges and Barriers 36
Existing Strategies and Solutions 37
Staff Opinions on Volunteer Leaders 38
Best Practices 39
Challenges and Barriers 40
Existing Strategies and Solutions 41
Statement of the Problem 43
Conceptual Framework 43
Summary 46
CHAPTER THREE: METHODOLOGY 48
Research Questions 48
Overview of Design 48
Research Setting 49
The Researcher 50
Data Sources 51
Survey 52

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Participants 53
Instrumentation 54
Data Analysis 55
Validity and Reliability 56
Ethics 57
CHAPTER FOUR: FINDINGS 59
Dependent and Independent Variable Statistics 63
Correlations Among Independent Variables 65
Non-Parametric Correlations Among Independent Variables 67
Research Question 1: To what extent, if any, do organizational cultural norms impact
member retention? 69
Research Question 2: To what extent, if any, is there a relationship between staff
communication and member retention? 70
Research Question 3: To what extent, if any, does staff professional development affect
member retention? 72
Research Question 4: To what extent, if any, do staff opinions on volunteer member
leaders influence member retention? 73
Summary 74
CHAPTER FIVE: RECOMMENDATIONS 77
Discussion of Findings 78
Recommendations for Practice 79
Recommendation 1: Strengthening Organizational Culture through Staff-Centric
Initiatives 80
Recommendation 2: Staff Programming Focused on Leadership Empowerment
and Organizational Culture Enrichment 84
Recommendation 3: Enhancing Communication to Foster Member Retention 86
Limitations and Delimitations 89
Recommendations for Future Research 91
Conclusion 93
References 95
Appendix A – Independent Variables 102
Communication 102
Organizational Cultural Norms 102
Staff Professional Development 103
Staff Opinions on Volunteer Leaders 103
Appendix B – Historical 5-Year Membership Trend 104
Appendix C – Future Predicted Membership Trend 105
Appendix D – Demographics 106
Age 106
Gender 106
Ethnicity 106
Level of Education 107
Type of Organization 107
Position at Organization 107
Time at Organization 107
Time in Nonprofit Profession 108

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Appendix E
– Survey 109
Appendix F
– Survey Information Sheet 112

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List of Tables
Table 1: Data Sources 49
Table 2: 2022 Nonprofit Employee Demographics 54
Table 3: Dependent and Independent Variable Statistics 63
Table 4: Correlations Among Independent Variables 65
Table 5: Non Parametric Correlations Among Independent Variables 67

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List of Figures
Figure 1: Burke-Litwin Organizational Performance & Change Model 16
Figure 2: Adapted from Burke-Litwin Organizational Performance & Change Model 17
Figure 3: Conceptual Framework Adapted from Burke-Litwin Organizational Performance
& Change Model 45
Figure 4: Research Questions Visual Map Aligned to the Burke-Litwin Organizational
Performance & Change Model 60
Figure 5: Research Questions Visual Map Aligned to the Conceptual Framework
Adapted from Burke-Litwin Organizational Performance & Change Model 61
Figure 6: Survey Questions Visual Map Aligned to the Research Questions and
Conceptual Framework Adapted from Burke-Litwin Organizational
Performance & Change Model 62

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Abstract
This research delves into the critical issue of declining membership retention rates in
501(c)(6) nonprofit organizations. The study is grounded in the Burke-Litwin Causal Model of
Organizational Performance and Change, employing a quantitative, correlational methodology to
explore how staff perceptions of organizational cultural norms, communication, professional
development, and opinions on volunteer leadership influence member retention. Through a
comprehensive online survey of nonprofit staff, the study aimed to provide actionable insights
into reversing the trend of declining memberships by realigning organizational practices with
member expectations.
Key findings highlight significant correlations between staff communication,
organizational cultural norms, professional development, and perceptions of volunteer leadership
with member retention rates. The data suggests improving internal communication, fostering a
supportive organizational culture, investing in staff development, and enhancing the effectiveness
of volunteer leadership may positively impact membership retention. These findings are
particularly relevant for nonprofit leaders seeking strategies to maintain and grow their
membership base in a competitive and evolving landscape.
The implications of this research underscore the importance of strategic internal practices
in sustaining nonprofit organizations. The researcher recommends strengthening organizational
culture through staff-centric initiatives, empowering leadership, enhancing communication
strategies, and embracing a continuous learning approach for staff development as critical
pathways to bolstering member retention. This study not only fills a gap in the literature on
nonprofit membership retention but also offers practical strategies for nonprofit leaders to
enhance organizational resilience and effectiveness in fulfilling their missions.

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CHAPTER ONE: INTRODUCTION TO THE STUDY
The problem of practice I explored is the systematic impact of decreasing member
retention levels in 501c6 membership based, board-driven nonprofit organizations.
Nonprofit organizations are set up to support and impact specified communities centered around
crucial impact areas (BoardSource, 2021). As such, nonprofit organizations are notoriously
complex, structurally relying on staff to operationalize the strategic initiatives led by appointed or
elected member volunteers, often focusing on membership retention, engagement of volunteers,
and impactful program development (BoardSource, 2021, Landry & Erwin, 2015; Linscott, 2011;
Stanley, 2020; Wilson, 2012). Yet nonprofits must move beyond a token call for member
engagement to truly use member expertise to address structural inequities affecting their
communities and stakeholders (BoardSource, 2021; Douglas & Nganga, 2013).
In a 2021 BoardSource survey of nearly 2,000 nonprofit executives, 67% of nonprofits
reported flat or declining membership. Similarly, both staff and members of these same
organizations reported a disconnect between perceived and actual member value, with 64%
finding this as the biggest challenge to member retention and growth (BoardSource, 2021;
Marketing General, 2022). This problem of practice is of critical importance as the ongoing
viability of nonprofit organizations ensures consumer protection, professional development,
career advancement, networking, lifelong learning, and advocacy for the given profession’s future
(BoardSource, 2021; Coule & Bain, 2021; Knowlton, 2001; Marketing General, 2022).
Research Problem
This study addressed the significant gap in research specific to declining member retention
rates and the systematic impact on the viability of 501c6 membership based nonprofit
organizations from the nonprofit staff perspective. Under section 501c6 of the Internal Revenue

11
Code, organizations are designed to promote a common business interest through the collection of
member dues to provide benefit in a professional organization and are prohibited from engaging
in regular business activities typically conducted for profit. Their focus is the betterment of
business conditions of one or more lines of business rather than the performance of services for
individual persons (BoardSource, 2021). Additionally, member-based 501c6 organizations have a
formal membership structure where members typically pay dues and may have voting rights that
allow them to influence the governance of the organization, including the election of the board of
directors. As such, members often receive direct benefits, such as access to exclusive information,
resources, networking opportunities, and the ability to take part in member-only events. The
organization’s activities are primarily focused on the collective interests of its members, which
may include industry advocacy, market development, or professional standards.
Research suggests there is a growing gap between members and leaders of nonprofit
organizations specific to understanding the organization’s value proposition, what benefits are
most valued, and how satisfaction and retention rates align with the perceived quality of member
benefits (BoardSource, 2021; Marketing General, 2022). This growing disconnect is further
proven by members challenging the cultural norms of organizations to develop more personalized
member experience opportunities better aligning with professional member needs and
expectations to support career development (Hudson, 2021; Trautwein et al., 2020). Members are
therefore stakeholders who are demanding enhanced organizational transparency in decisionmaking processes, aligning deliverables to professional skill development, and adjusting
volunteer opportunities to align with member expectations to justify remaining a member
(Caldwell et al., 2008; Coule & Bain, 2021; De Clerck et al., 2021; Huang et al., 2020; Hudson,
2021; Knowlton, 2001; Landry & Erwin, 2015). There is a significant gap in research specific to

12
declining member retention rates and the systematic impact on the viability of nonprofit
organizations, which this research addresses.
Purpose of the Study
This study aimed to examine nonprofit staff through the short-term levers of individual
and personal factors, operational levers that are transactional, and long-term levers that are
transformational and the impact on member retention rates in board-driven nonprofit
organizations (Burke & Litwin, 1992). The independent variables of communication,
organizational cultural norms, staff professional development, and staff opinions on volunteer
leaders were compared to the dependent variable of member retention, controlling for staff
decision-making autonomy.
The following research questions guided this study.
1. To what extent, if any, do organizational cultural norms impact member retention?
2. To what extent, if any, is there a relationship between staff communication and member
retention?
3. To what extent, if any, does staff professional development affect member retention?
4. To what extent, if any, do staff opinions on volunteer member leaders influence member
retention?
Significance of the Study
The study of decreasing member retention levels in 501c6 membership-based, boarddriven nonprofit organizations is imperative because it directly pertains to the ongoing viability
and impact of these organizations (Agocs, 1997; Morrison & Milliken, 2000; Schneider et al.,
1996). The data suggests a significant and worrying trend of declining or stagnant membership in
nonprofit organizations and a perceived lack of value by members (Burke, 2018). Both staff and

13
members report a disconnect between expected and received value from these organizations
(Agocs, 1997; Morrison & Milliken, 2000; Schneider et al., 1996). This issue threatens nonprofits'
essential roles in various fields; they are fundamental for consumer protection, professional
development, networking, advocacy, and more. The decline in member retention could potentially
cripple these organizations' capacity to make a meaningful impact in their respective fields (Rath
& Conchie, 2008; Senge, 1990). Without a strong, engaged membership base, nonprofits may
find it increasingly challenging to fulfill their missions effectively (BoardSource, 2021;
Marketing General, 2022; Senge, 1990).
Not examining this problem in depth could lead to a continuing decline in membership,
leading to a significant reduction in the human and financial resources available to these nonprofit
organizations (BoardSource, 2021; Marketing General, 2022; Senge, 1990). This, in turn, would
undermine their ability to serve their communities, conduct advocacy work, and contribute to
professional development and other critical areas (Agocs, 1997; Burke & Litwin, 1992; Morrison
& Milliken, 2000; Schneider et al., 1996). The study aims to fill a crucial gap by examining the
relationship between various organizational factors and member retention (Rath & Conchie, 2008;
Schneider et al., 1996). By understanding these dynamics better, nonprofits can hopefully address
and reverse the trends that are leading to membership decline (BoardSource, 2021; Marketing
General, 2022). This research is not just about ensuring the survival and growth of nonprofit
organizations; it is about ensuring these organizations can continue to make a positive,
meaningful impact in the world and continue contributing to the advancement and protection of
various professions and communities.

14
Overview of Theoretical Framework and Methodology
This study used the Burke-Litwin Causal Model of Organizational Performance and
Change (1992) framework to examine the linkage between staff performance and the impact of
member retention levels in board-driven nonprofit organizations (see Figure 1). The Burke-Litwin
model provides a comprehensive and structured approach to analyzing the numerous factors
contributing to organizational performance (Burke, 2018; Burke & Litwin, 1992; Stone, 2015).
Showing key drivers of performance further supports the exploration of complex
interrelationships between various aspects of organizational performance (Stone, 2015). By
examining the factors within the model, deeper insight into how organizational performance
interacts and influences member retention can be obtained. Exploring the interplay between the
organization's short-term, operational, and long-term levers provides further support in identifying
key drivers of performance and prioritizes research efforts accordingly (Burke, 2018; Burke &
Litwin, 1992; Stone, 2015).
The Burke-Litwin model (1992) shows twelve key areas of focus essential for
understanding the complex interplay of factors that drive organizational change. These twelve
factors show the comprehensive framework to assess how the independent variables of
communication, cultural norms, professional development, and staff opinions on member
leadership may be related to member retention in nonprofit organizations. Burke-Litwin (1992)
name these twelve areas to include the following:
● External Environment: the external factors that impact the organization, such as
competition, regulations, and market trends.
Transformational Factors (Long-term Levers)
● Mission and Strategy: the organization's purpose and plans in place to achieve its goals.

15
● Leadership: the qualities and actions of the organization's leaders.
● Organizational Culture: the shared values, beliefs, and practices that define the
organization's identity.
Transactional Factors (Organizational Levers)
● Structure: the formal and informal systems of authority, communication, and decisionmaking within the organization.
● Systems: the processes and technologies that support the organization's operations.
● Management Practices: the policies and procedures that guide the behavior of employees.
Individual and Personal Factors (Short-term Levers)
● Work Unit Climate: the attitudes and perceptions of employees towards their work and the
organization.
● Task Requirements and Individual Skills: the skills and knowledge required to perform the
tasks necessary to achieve the organization's goals.
● Individual Needs and Values: the personal motivations and values of employees.
● Motivation: the factors that drive employees to perform at their best.
● Performance: the outcomes achieved by the organization in terms of its goals, both shortterm and long-term.

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Figure 1
Burke-Litwin Organizational Performance & Change Model

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Figure 2
Adapted from Burke-Litwin Organizational Performance & Change Model
This problem of practice is best suited as a quantitative research study using correlational
assessment (Creswell & Creswell, 2018). Leveraging one dependent and four independent
variables within a quantitative research design with correlational assessment provide new and
valuable insights into the inner workings of nonprofit organizations, the factors leading to
member retention, and ultimately leading to more effective decision-making and improved
outcomes. A survey method plan using online self-administration was used to collect extensive

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data across multiple nonprofit staff sectors to ensure in-depth responses for empirical evaluation
across multiple variables while limiting bias (Creswell & Creswell, 2018). Recruitment through
membership lists from the American Society for Association Executives, Association Forum of
Chicagoland, and nonprofit staff channels on LinkedIn were used to recruit participants.
Additionally, the survey link was shareable by participants to ensure maximum engagement
across nonprofit staff networks so as not to rely on actively engaged staff through professional
organizations solely. All participant data was blinded from any personal data and organizational
names. Minimum participation requirements include current full-time professional staff at a
nonprofit organization for at least two years.
Definitions
501c6 membership-based, board-driven nonprofit organizations
A 501c6 organization is classified as a membership-based, board-driven entity committed
to the advancement of common business interests among its constituents without aiming for profit
distribution. These organizations are distinguished by their reliance on a strong membership
foundation to engage in activities designed to improve the business environment across diverse
industries, as opposed to offering direct services to individuals or generating profit for private
stakeholders. Central to their mission are efforts in lobbying, networking, and other initiatives that
collectively enhance business conditions, thereby prioritizing the welfare of the industry over
individual benefits. The operational revenue is reinvested to support the organization's mission,
highlighting a community-centric approach in the business realm. Contributions to 501c6
organizations are not deductible as charitable contributions on donors' federal income tax returns
but may qualify as deductible trade or business expenses under certain conditions. These entities
are obligated to adhere to specific disclosure requirements and may be subjected to a proxy tax

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related to membership dues payments. To maintain their tax-exempt status, 501c6 organizations
must demonstrate through annual tax and legal documentation that their operations do not
disproportionately benefit any private individual or interest, ensuring support primarily through
member dues and income pertinent to their organizational objectives (BoardSource, 2021;
Internal Revenue Service, n.d.; Reilly et al., 2003; Rudder, 2023).
Member Retention
The ongoing engagement and renewal of members in a nonprofit organization, which is
vital for the continued operation and viability of the organization (Marketing General, 2022).
Nonprofit Staff
Personnel employed by the nonprofit organization responsible for executing the strategies,
operations, and initiatives directed by the board and serving the organization's members (Landry
& Erwin, 2015).
Value Proposition
The set of benefits and values an organization promises to deliver to its members to satisfy
their needs (BoardSource, 2021; Marketing General, 2022).
Organization of the Dissertation
The dissertation consists of five chapters. Chapter one discusses the problem of practice,
the study's purpose, its significance, an overview of the theoretical framework, methodology, and
key definitions. Chapter two outlines the research that informs the problem of practice,
specifically communication, organizational cultural norms, staff professional development, and
staff opinions on volunteer leaders, and how they impact member retention levels in nonprofit
organizations. Chapter three aligns the methodology and quantitative data analysis with the
problem of practice, based on the literature review. Chapter four presents the key research

20
findings and related data analysis from the quantitative survey, which uses a Likert-type scale.
Chapter five is the summative chapter, which includes discussion about the findings and proposed
recommendations for the problem of practice. Additionally, future research considerations are
presented, which center on nonprofit staff voices and their influence on member retention.

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CHAPTER TWO: LITERATURE REVIEW
Member retention remains a pressing concern for board-driven nonprofit organizations,
with its critical impact on an organization's efficacy, reach, and long-term sustainability (Stone,
A. G., 2015; Stone, K. B., 2015). A committed membership base serves as the backbone for such
entities. To dissect the diverse factors impacting member retention, this review outlines these
considerations under three primary dimensions: short-term individual and personal levers,
transactional operational levers, and transformational long-term levers.
At the individual and personal level, short-term levers play a crucial role. Personal factors
significantly mold members' choices to affiliate or disengage from an organization (Wilson, 2012;
Caldwell et al., 2008). Recognizing these micro-level dynamics offers insights into members'
immediate motivations or grievances, equipping organizations with strategies for timely
intervention. Secondly, from an operational perspective, member experiences are greatly
influenced by transactional procedures (Knowlton, 2001; Schneider, Brief, & Guzzo, 1996).
Transactional elements, including communication modalities, are fundamental in forging
interactions between the members and the organization (Marketing General, 2022). Aligning
these transactional aspects with member expectations is instrumental for organizational
effectiveness.
In the realm of long-term levers, transformational factors like organizational values,
cultural norms, and overarching strategies determine the organization's direction (Senge, 1990;
Burke & Litwin, 1992). Aspects such as staff professional growth and promoting an inclusive
culture bear long-standing consequence for member retention (BoardSource, 2021; Coule & Bain,
2021). The review further delves into the interplay between influential variables like
communication, organizational cultural norms, and staff views on volunteer leaders, given their

22
profound implications for member retention (De Clerck et al., 2021; Huang et al., 2020). The
potential modulation of these variables by staff autonomy in decision-making is also explored
(Stanley, 2020).
The review seeks to amalgamate the extant literature on the multifaceted interplay
between personal, transactional, and transformational aspects and their cumulative effect on
member retention within board-driven nonprofit entities (Agocs, 1997; Morrison & Milliken,
2000). Through this comprehensive examination, the review endeavors to shed light on the subtle
dynamics in action and chart a roadmap for enhancing member retention and bolstering
organizational efficacy.
Theoretical Framework
The Burke-Litwin Causal Model of Organizational Performance and Change is a
comprehensive framework that identifies various organizational variables and demonstrates their
interconnectedness and impact on performance and change (Burke, 2018; Burke & Litwin, 1992).
This model provides a detailed, nuanced perspective on the complex interplay of factors that
influence organizational outcomes.
One of the key factors highlighted by the Burke-Litwin model is the role of organizational
communication (Burke, 2018; Burke & Litwin, 1992). Effective communication is recognized as
a primary transformational factor that can significantly impact organizational climate, motivation,
and performance (Burke, 2018; Burke & Litwin, 1992). Communication is particularly important
in the context of nonprofit member organizations, which rely heavily on member engagement and
commitment to achieve their missions (Berger, 2014). When communication is efficient, it can
foster a sense of belonging, clarity, and shared purpose among members, making them more
inclined to remain engaged and committed to the organization.

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Another critical factor highlighted by the Burke-Litwin model is organizational culture
(Burke, 2018; Burke & Litwin, 1992). Organizational culture comprises the shared values, beliefs,
and behaviors that shape the way members of an organization interact with one another and
approach their roles (Agocs, 1997; Ely & Thomas, 2020). In nonprofit member organizations, the
cultural norms are especially pivotal, as they often form the bedrock upon which the
organization's mission, vision, and purpose are built (Schein, 2017; Schneider et al., 1996). The
intersection between an individual's personal values and the organization's cultural norms can
enhance member commitment, and in a setting where the primary motivators are often intrinsic,
such alignment becomes fundamental for member retention.
Moreover, the Burke-Litwin model underscores the interconnectedness of
transformational and transactional factors (Burke, 2018; Burke & Litwin, 1992). Transformational
factors, such as leadership and organizational culture, can drive changes in transactional factors,
such as structures and systems, which can, in turn, impact organizational performance. In
nonprofit member organizations, where members have a deeply personal stake in the mission and
outcomes of their organizations, the cultural norms become a touchstone for ensuring consistency
in action and purpose (Schein, 2017; Schneider et al., 1996). When the cultural norms of a
nonprofit member organization are clear, consistent, and aligned with its mission, they foster a
sense of belonging and purpose, enhancing the likelihood of members feeling a deep connection
to the organization.
The Burke-Litwin model also emphasizes the importance of individual and organizational
performance variables, such as skills and abilities (Burke, 2018; Burke & Litwin, 1992). In
nonprofit member organizations, staff professional development becomes an integral element.
Equipping staff with the necessary tools, knowledge, and skills not only amplifies their ability to

24
serve the members effectively but also boosts their confidence and commitment to the
organization's mission (Akingbola et al., 2022; Berger, 2014; Morrison & Millikin, 2000). When
staff are continuously developed, they are better positioned to respond to members' needs, thereby
fostering stronger member relationships and increasing the likelihood of member retention.
The Burke-Litwin model also recognizes the dynamics between leadership and other
transformational and transactional factors (Burke, 2018; Burke & Litwin, 1992). In nonprofit
member organizations, volunteer leaders play a crucial role, often serving as the bridge between
the organizational mission and its realization. When staff hold positive opinions about volunteer
leaders, it can foster a supportive organizational climate, leading to increased staff motivation,
better service to members, and, consequently, enhanced member retention (De Clerck, et al.,
2021; Huang et al., 2020; Hudson, 2021).
In summary, the Burke-Litwin Causal Model of Organizational Performance and Change
provides a detailed, comprehensive framework that highlights the interconnectedness of various
organizational factors and their impact on performance and change outcomes (Burke, 2018; Burke
& Litwin, 1992). Effective communication, organizational culture, individual and organizational
performance variables, and the dynamics between leadership and other factors all play crucial
roles in enhancing member engagement, commitment, and retention in nonprofit member
organizations.
Organizational Cultural Norms
In nonprofit member entities, organizational cultural norms are crucial in influencing
member experiences and engagement (Agocs, 1997; Akingbola et al., 2022). These implicit rules
guide behaviors, attitudes, and the overall environment within the organization. Specifically, they
direct member interactions, decision-making, and collective initiatives to fulfill the organization's

25
purpose (Berger, 2014; BoardSource, 2021). A culture that is both inclusive and supportive
enhances feelings of belonging and commitment among members, leading to improved retention
(Bakker et al., 2014; Burke, 2018). When members perceive alignment between their values and
the organization's cultural norms, engagement and commitment are more likely to be sustained
(Hudson, 2021).
In conflict resolution and problem-solving, cultural norms play a key role within
nonprofits (Alper et al., 2000; Álvarez-González et al., 2017). Organizational culture misaligned
with member engagement is a demonstrated driver of declining retention rates (Painter & Paxton,
2014). Given nonprofit organizations often operate with limited resources and rely on voluntary
member commitment, disagreements may arise from diverse viewpoints and goals (Coule & Bain,
2021; Morrison & Milliken, 2000).
When recruiting and onboarding new members, organizational cultural norms have
considerable influence (Romzek & Dubnick, 1987). Effective communication and representation
of these norms can attract members whose aspirations align with the organization's foundational
values and mission (De Clerck et al., 2021). This alignment simplifies the integration process for
newcomers, increasing the chance of their long-term association. In conclusion, for nonprofit
member organizations aiming to ensure member retention and maintain unity and purpose,
fostering a strong organizational culture underscored by clear cultural norms is essential (Agocs,
1997; Akingbola et al., 2022; Burke, 2018).
Cultural norms within organizations profoundly impact member experiences and
participation in nonprofit entities (De Clerck et al., 2021). These tacit guidelines govern member
interactions, decision-making, and efforts towards achieving organizational goals. A cohesive
organizational culture not only bolsters member loyalty but also aids in conflict resolution,

26
ensuring disputes align with the organization's foundational values (Alper et al., 2000; ÁlvarezGonzález et al., 2017; Morrison & Milliken, 2000).
Best Practices
Organizational cultural norms in nonprofit member organizations provide a foundation for
the collective beliefs, behaviors, and values that direct member interactions and overall
involvement (Hudson, 2021). By clearly establishing and making these cultural norms inclusive, a
unity and sense of belonging are cultivated among members. For nonprofit organizations, this
denotes the joint creation of cultural norms that echo the collective values and goals of its
members. Inviting members into this shared creation process guarantees that the designed norms
are in harmony with their individual convictions and motivations, which in turn fosters stronger
allegiance and boosts member retention (Akingbola et al., 2022).
In nonprofit settings, the pillars of inclusivity and diversity are underscored as essential
cultural norms. Welcoming a myriad of viewpoints and ensuring representation at every
organizational tier not only amplifies decision-making but also nurtures a sense of belonging for
all stakeholders (Álvarez-González et al., 2017). As nonprofit member organizations frequently
comprise members from varied communities and backgrounds, weaving inclusivity and diversity
into the organization's cultural tapestry is of paramount importance. This integration does not just
ensure wider representation but also fosters an environment of respect and recognition, which can
markedly influence member retention (BoardSource, 2021).
An ongoing introspection and evolution of cultural norms are vital to keep pace with the
changing values of members and the broader societal shifts (Crenshaw, 1991; Rose, 1997).
Periodic evaluations of the organization's cultural norms, together with mechanisms to garner
member feedback, can instill adaptability and resilience amidst fluctuating circumstances (Burke

27
& Litwin, 1992). Nonprofits that place emphasis on such iterative reflections are better positioned
to ensure their cultural norms are attuned to their members' needs and values, fostering a sense of
relevance and bond, crucial for enduring member participation and loyalty (Coule & Bain, 2021;
Schneider et al., 1996).
Challenges and Barriers
In the intricate landscape of nonprofit member organizations, challenges can arise from
organizational cultural norms that unintentionally become barriers influencing member retention
(Stone, 2015; Stanley, 2020). One significant challenge stem from the possible inflexibility of
deeply rooted cultural norms. Such inflexibility can suppress innovation and reduce adaptability,
thereby potentially hindering the organization's ability to meet the changing needs and aspirations
of its members, which can subsequently lead to dissatisfaction and attrition (Agocs, 1997; Bakker
et al., 2014).
Instead of fostering inclusivity, cultural norms can sometimes encourage exclusivity
(BoardSource, 2021; Crenshaw, 1991). For instance, in certain nonprofit organizations, there is a
possibility that cultural norms may unintentionally marginalize specific groups. This can result in
feelings of estrangement among members who feel uncoordinated with these norms. Such
feelings of non-belonging or perceptions of undervaluation can erode their allegiance to the
organization, leading to retention challenges (Huang et al., 2020).
Instilling these cultural norms in newcomers or staff can come with its set of challenges.
Miscommunication or resistance from current members might produce a fractured organizational
culture, thereby potentially disrupting the unity and harmony of the organization (Alper et al.,
2000; Burke & Litwin, 1992). Such disruptions can alienate members, especially if they sense

28
internal strife or feel forced to fit into an ambiguous or conflicting culture (Morrison & Milliken,
2000).
Robust organizational cultural norms can, at times, drown out individual voices and
insights (Senge, 1990; Berger, 2014). While these norms might form a solid foundation for the
organization, they can also suppress individual viewpoints and innovations if not moderated.
Should members perceive that their distinct perspectives or ideas are consistently overlooked in
favor of established norms, this can lead to decreased engagement and enthusiasm, which in turn
can negatively impact retention rates (Akingbola et al., 2022).
Existing Strategies and Solutions
Organizational cultural norms are the cornerstone for the success and sustainability of
nonprofit member organizations. Ensuring a culture of inclusivity is vital. This inclusivity ensures
that members from all backgrounds feel recognized and valued, enriching the organization with a
multitude of perspectives. This not only boosts member satisfaction but also bolsters loyalty, as
members feel more connected to an organization that values their unique contributions (Agocs,
1997; Akingbola et al., 2022; BoardSource, 2021; Coule & Bain, 2021; Huang et al., 2020).
Collaboration and participatory decision-making are also integral cultural norms in
nonprofit organizations. Encouraging a culture where members actively partake in decisionmaking enhances their sense of ownership and alignment with the organization's mission. Such an
environment of active participation leads to an increased emotional and practical investment in
the organization's success and subsequently higher retention rates (Alper et al., 2000; Bakker et
al., 2014; Berger, 2014; Burke & Litwin, 1992).
Fostering a culture of continuous learning and growth has demonstrable benefits for
member retention. Nonprofits that emphasize member education, skill enhancement, and

29
developmental opportunities experience heightened levels of engagement and loyalty. Providing
avenues for learning and growth, such as training and workshops, not only aids individual
development but also augments the organization's overall capability, resulting in a cycle of
growth and engagement (De Clerck et al., 2021; Fu, 2022; Senge, 1990; Stanley, 2020).
Communication
Organizational communication plays a pivotal role in the vitality and sustainability of
nonprofit member organizations (Álvarez-González et al., 2017). Effective communication is a
foundational element in fostering trust, ensuring transparency, and facilitating the collaborative
spirit inherent in these entities (Akingbola et al., 2022; Fu, 2022). Given the voluntary nature of
member participation in nonprofits, a clear and consistent communication strategy becomes vital
to ensuring that members remain engaged, informed, and aligned with the organization's mission
and goals (Álvarez-González et al., 2017). Unlike for-profit organizations where financial
incentives might function as key drivers for stakeholder engagement, nonprofit member
organizations rely heavily on the intrinsic motivation of their members (Akingbola et al., 2022;
Álvarez-González et al., 2017; Fu, 2022). Thus, the quality and clarity of the communication
process directly impact the members' perceived value and commitment to the organization.
Organizational communication serves as a medium to celebrate successes, acknowledge
challenges, and foster collective problem-solving within nonprofit member organizations (Bakker
et al., 2014; Montorio-Archer, 2021). Given that members often invest time, resources, and
emotional capital in these organizations without direct financial gain, it becomes crucial to ensure
that they feel valued, heard, and integral to the entity's overall success (Akingbola et al., 2022;
Álvarez-González et al., 2017; Fu, 2022). Inconsistent or unclear communication can lead to
misaligned objectives, feelings of exclusion, and decreased member satisfaction, all of which can

30
culminate in reduced member retention (Alper et al., 2000; Berger, 2014; Montorio-Archer,
2021). Therefore, for nonprofit member organizations aiming to retain and nurture their
membership base, prioritizing effective organizational communication is not only advisable but
essential.
Best Practices
Effective organizational communication plays a pivotal role in retaining members within
nonprofit organizations (Knowlton, 2001). A key best practice is emphasizing transparency and
openness in all communications. Transparent communication ensures that members are
consistently informed about the organization's decisions, updates, and challenges (BoardSource,
2021). By providing a clear and candid perspective on operations, nonprofits can nurture and
sustain trust with their members—a critical element given that many members are volunteers or
contributors without direct financial incentives (Caldwell et al., 2008).
Cultivating a bidirectional communication channel is also essential (Huang et al., 2020).
This approach entails not just disseminating information from leadership to members, but also
actively seeking feedback and insights from members themselves. Such engagement strategies
foster a sense of inclusivity, ensuring members feel valued and heard (Coule & Bain, 2021).
Implementing this reciprocal communication can be facilitated through methods like town hall
meetings, surveys, and open forums, ensuring diverse voices are integrated into decision-making
(De Clerck et al., 2021).
Leveraging a mix of communication mediums is vital to cater to a nonprofit's diverse
membership (Marketing General, 2022). Combining traditional methods, such as newsletters and
meetings, with modern platforms like social media and webinars ensures members across
different age groups and preferences remain connected (Stanley, 2020). Tailoring communication

31
to specific member needs can elevate their experience, leading to increased retention. In
conclusion, transparent communication, fostering mutual dialogues, and using varied
communication platforms are essential for member retention in nonprofits.
Challenges and Barriers
Organizational communication is crucial in determining the dynamics and success of
nonprofit member organizations (Knowlton, 2001; Stanley, 2020; Wilson, 2012). When not
appropriately managed, communication can introduce significant challenges that may adversely
affect member retention (BoardSource, 2021; Marketing General, 2022). One of the main
challenges is the risk of miscommunication or misunderstandings. Ambiguous or ineffective
communication may result in members receiving inconsistent or incorrect information, potentially
undermining trust in the organization's competence and transparency (Hudson, 2021; Knowlton,
2001).
Additionally, the communication mediums used by nonprofits can introduce barriers
(Huang et al., 2020). Struggling to find a balance between contemporary digital communication
tools and traditional channels is common. While an over-reliance on digital platforms may
exclude members who lean towards conventional mediums, not utilizing modern tools could
alienate those who anticipate efficient and prompt communication (Caldwell et al., 2008; Coule &
Bain, 2021). This balance is critical for ensuring member satisfaction and retention (De Clerck et
al., 2021).
Organizational silos can hinder effective intra-organizational communication (Burke,
2018). When information is not consistently shared across departments, it may result in a
fragmented member experience. Such inconsistent messaging or policies can confuse members
and reduce their sense of loyalty (Linscott, 2011; Stone, 2015).

32
Lastly, a top-down communication approach can have negative repercussions (Trautwein
et al., 2020). Encouraging a bilateral communication channel, where feedback from members is
valued, is crucial for their sense of engagement with the organization (Douglas & Nganga, 2013).
Relying heavily on a unidirectional communication strategy may risk distancing members who
might feel their views are not adequately considered, consequently impacting their commitment to
the organization (Saunders et al., 2019).
Existing Strategies and Solutions
Effective organizational communication is pivotal for the prosperity and success of
nonprofit member organizations. Open and transparent communication has been underscored in
research as increasingly significant in fostering trust and commitment among members
(BoardSource, 2021; Huang et al., 2020). Transparent communication allows members to better
comprehend the organization's objectives, achievements, and challenges. In the context of
nonprofits, where members often contribute voluntarily, transparency ensures they feel both
informed and valued, directly influencing their willingness to stay engaged with the organization's
mission (Caldwell et al., 2008).
Active listening is a crucial aspect of efficient organizational communication. Cultivating
an environment that encourages active listening not only promotes better understanding of
members' needs but also instills a sense of belonging within the organization (De Clerck et al.,
2021). In organizations driven by members, like nonprofits, it is imperative for members to feel
that their opinions are valued in decision-making. Mechanisms like surveys or focus groups can
serve as channels for members to share their insights, emphasizing their significance to the
organization and potentially bolstering loyalty (Douglas & Nganga, 2013; Marketing General,
2022).

33
The incorporation of digital communication tools is indispensable in today's nonprofit
communication tactics. The leverage of technology to ensure regular and inclusive
communication is especially critical for large or geographically diverse entities (Stanley, 2020).
Tools such as email newsletters, virtual meetings, and online collaboration platforms guarantee
that every member, irrespective of their location, stays connected and updated. Moreover, these
digital platforms can also offer opportunities for members to engage with one another, nurturing a
sense of community vital for member retention in nonprofit settings (Coule & Bain, 2021;
Linscott, 2011).
Staff Professional Development
Staff professional development in nonprofit member organizations is integral not only for
the growth and efficiency of the organization but also as a catalyst for member retention
(Caldwell et al., 2008; Coule & Bain, 2021; De Clerck et al., 2021; Huang et al., 2020; Hudson,
2021; Knowlton, 2001; Landry & Erwin, 2015). Well-trained and competent staff form the
backbone of any nonprofit, directly influencing members' experiences and perceptions of the
organization. When staff are equipped with the necessary skills, knowledge, and best practices,
they can effectively cater to members' needs, respond to their concerns, and engage them in
meaningful ways (Landry & Erwin, 2015; Linscott, 2011; Stanley, 2020; Wilson, 2012). As staff
continually develop their competencies, members benefit from improved services and
experiences, which, in turn, fosters a sense of trust and satisfaction, enhancing their propensity to
remain engaged and committed to the organization's mission (Hudson, 2021; Trautwein et al.,
2020).
A commitment to staff professional development reflects an organizational culture that
values growth, innovation, and continuous improvement. When members observe that an

34
organization invests in its staff's development, they perceive it as a forward-thinking and adaptive
entity, committed to excellence and progression. Such an environment is conducive to member
engagement as they feel aligned with an organization that is initiative-taking and evolving.
Additionally, organizations that prioritize staff development are more likely to adopt best
practices, employ evidence-based strategies, and introduce innovative solutions, all of which
contribute to enhanced member experiences and retention.
The ripple effects of staff professional development extend beyond direct member
interactions. Staff who receive consistent training and development opportunities tend to exhibit
higher morale, job satisfaction, and overall well-being. Such positive workplace dynamics often
translate into improved member-staff relationships, effective communication, and a heightened
sense of community within the organization (Garner & Garner, 2011; Major et al., 1998; Russell,
2019; Stanley, 2020). As members interact with motivated, knowledgeable, and content staff,
their trust and confidence in the organization's capacity to deliver on its objectives grows, further
reinforcing their commitment and loyalty (Aguinis & Kraiger, 2009).
Staff professional development in nonprofit member organizations plays a dual role in
enhancing organizational growth and efficiency while simultaneously driving member retention
(Aguinis & Kraiger, 2009). Adept and trained staff significantly shape members' perceptions and
experiences within these organizations. As these professionals hone their skills and knowledge,
members gain from elevated services, fostering trust and ongoing commitment to the
organization's mission (Aguinis & Kraiger, 2009; Borgogni et al., 2011; Elliot et al., 2017).
Emphasis on staff development epitomizes an organizational culture prioritizing innovation and
growth. Such an approach ensures the adoption of evidence-based strategies and paves the way
for improved member retention. Continuous staff training manifests in heightened morale and job

35
satisfaction, culminating in strengthened member-staff relations and fortified member loyalty to
the organization (Aguinis & Kraiger, 2009; Borgogni et al., 2011; Elliot et al., 2017).
Best Practices
Investing in staff professional development in nonprofit member organizations plays a
crucial role in enhancing member retention (Akingbola et al., 2022; Montorio-Archer, 2021).
Well-trained and knowledgeable staff are better equipped to engage with members, understand
their needs, and provide the necessary support to keep them actively involved with the
organization (Akingbola et al., 2022; Berger, 2014). By prioritizing the ongoing growth and
learning of staff, nonprofits create an environment where members feel valued and addressed,
ensuring their continued affiliation and commitment to the organization's mission (Akingbola et
al., 2022; Montorio-Archer, 2021).
Structured mentoring and coaching programs are among the best practices that have
shown significant impact, with an emphasis on the importance of establishing mentorship
programs within nonprofit organizations (Montorio-Archer, 2021). Such programs not only
benefit the staff by providing them with guidance and a clearer path to advancement, but they also
enhance the organization's overall capacity to serve its members effectively. A well-mentored
staff can leverage the experience and insights of their mentors, translating this into more effective
member engagement strategies and solutions tailored to members' needs (Akingbola et al., 2022;
Berger, 2014).
Offering opportunities for external training and workshops is another effective strategy.
Providing staff with access to industry conferences, workshops, and courses allows them to gain
fresh perspectives, acquire new skills, and network with professionals outside the organization
(Berger, 2014; Montorio-Archer, 2021). This external exposure benefits the nonprofit by bringing

36
in innovative ideas and approaches, ensuring that member engagement remains dynamic and
relevant (Akingbola et al., 2022). When staff feel that their professional growth is being actively
championed by the organization, their job satisfaction and commitment to the nonprofit's goals
increase, indirectly boosting member retention by providing members with a resolute and
enthusiastic team (Akingbola et al., 2022; Montorio-Archer, 2021).
Challenges and Barriers
In the landscape of nonprofit member organizations, neglecting the importance of staff
professional development can have unintentionally negative consequences on member retention,
bringing forth numerous challenges (Aguinis & Kraiger, 2009; Akingbola et al., 2022).
Inconsistent upskilling and training can lead staff to be less adept at catering to the changing
needs of members (Elliot et al., 2017; Landry & Erwin, 2015). This deficit in offering timely and
pertinent services may erode member contentment, amplifying the risk of member departure.
An organizational ambivalence towards staff development can erode employee morale and
satisfaction (Borgogni et al., 2011). When organizations do not visibly invest in their staff
professional growth, employees might feel marginalized and devalued (Aguinis & Kraiger, 2009;
Akingbola et al., 2022; Elliot et al., 2017). Diminishing employee morale can lead to an
atmosphere undermining effective member engagement, diminishing staff dedication to the
organization and its objectives (Borgogni et al., 2011; Elliot et al., 2017).
Deprioritizing staff professional growth can tarnish the image and repute of the
organization (Aguinis & Kraiger, 2009; Akingbola et al., 2022). The external perception of
nonprofits is not solely predicated on their mission fulfillment but also hinges on their
commitment to nurturing their workforce. In fact, nonprofits perceived as sidelining staff
development can be viewed as lacking in vision, dissuading prospective members, and weakening

37
the allegiance of current members (Aguinis & Kraiger, 2009; Akingbola et al., 2022; Borgogni et
al., 2011; Elliot et al., 2017).
Existing Strategies and Solutions
In nonprofit member organizations, staff professional development emerges as a crucial
determinant of both staff and member retention (Hudson, 2021; Trautwein et al., 2020). Research
indicates a link between staff development and member satisfaction, emphasizing that welltrained and knowledgeable staff are better equipped to meet members' needs, foster engagement,
and cultivate a positive organizational culture (Caldwell et al., 2008; Coule & Bain, 2021; De
Clerck et al., 2021; Huang et al., 2020; Hudson, 2021; Knowlton, 2001; Landry & Erwin, 2015).
Investing in continuous training and educational opportunities for staff not only elevates their
competence but also demonstrates the organization's commitment to excellence. Members, in
turn, perceive this commitment as a reflection of the value placed on their engagement, leading to
enhanced trust and retention (Romzek & Dubnick, 1987).
Mentorship and coaching programs within nonprofits have gained prominence as effective
tools for staff professional development. Structured mentorship programs provide staff with
guidance, skill acquisition, and avenues for personal growth, all while embedding them deeper
into the organization's culture and mission (Kirkpatrick & Kirkpatrick, 2016). Such initiatives not
only help in the personal and professional development of staff but also instill a sense of
belonging and purpose. When members interact with staff who are enthusiastic, well-guided, and
aligned with the organization's vision, their confidence in the organization's efficacy increases,
fostering prolonged commitment and involvement (De Clerck et al., 2021, Hudson, 2021, Stanley,
2020).

38
Organizational support for staff access to external professional development opportunities
is a best practice that nonprofit organizations should embrace. Workshops, conferences, and
courses allow staff to gain external perspectives, build networks, and bring fresh ideas into the
organization. Importantly, such opportunities signal to staff that their personal growth and career
trajectories are valued, leading to increased job satisfaction and reduced turnover (Aguinis &
Kraiger, 2009). When members see a consistent team that is regularly updating their skills and
bringing innovative approaches, it reinforces their trust in the organization's capacity to deliver on
its mission, further cementing their desire to remain involved.
Staff Opinions on Volunteer Leaders
In nonprofit member organizations, the intersection of staff perspectives and the
performance of volunteer leaders plays a decisive role in influencing member retention (Painter &
Paxton, 2014). The unique vantage point of staff members provides a frontline perspective on the
efficacy and interpersonal dynamics of volunteer leaders (Borgogni et al., 2011). Staff often have
firsthand experiences of how volunteer leaders execute their roles, interact with members, and
embody the organization's mission, vision, and values (Knowlton, 2001; Linscott, 2011; Painter &
Paxton, 2014). Staff insights into volunteer leadership can be invaluable in assessing whether
leadership strategies resonate with members and contributing to their sustained engagement.
When organizations actively solicit and act upon staff feedback regarding volunteer leaders, they
can more adeptly fine-tune leadership strategies, ensuring alignment with member expectations
and needs (Knowlton, 2001; Linscott, 2011; Painter & Paxton, 2014).
Recognizing and valuing staff opinions on volunteer leaders can also reinforce an
organizational culture that prioritizes open dialogue and continuous improvement (Romzek &
Dubnick, 1987). Research suggests organizations that are receptive to feedback tend to foster a

39
sense of inclusivity and empowerment among their employees (Knowlton, 2001). When staff
members feel that their perspectives are valued, they are more likely to engage proactively,
enhancing the overall member experience by extension (Knowlton, 2001; Linscott, 2011; Painter
& Paxton, 2014). The ripple effect of this inclusive culture, where staff opinions are actively
sought and incorporated, can lead to increased member trust in the organization's leadership and
its commitment to excellence, further bolstering member retention.
Integrating staff opinions can lead to a more harmonized organizational environment.
Where there is alignment between staff perspectives and the direction volunteer leaders take, it
creates a synergistic effect. This unity, resulting from the blending of staff insights and volunteer
leadership actions, fosters a collaborative atmosphere where members feel a sense of community
and alignment with the organization's mission (Knowlton, 2001; Linscott, 2011; Painter &
Paxton, 2014). By ensuring that volunteer leadership is both effective and resonates with staff
viewpoints, nonprofit member organizations can create an environment conducive to long-term
member engagement and commitment.
Best Practices
In nonprofit member organizations, the constructive collaboration between staff and
volunteer leaders is critical for overall success, requiring an open feedback loop connecting the
two for ensuring member retention (Hudson, 2021; Linscott, 2011). Actively seeking and valuing
staff opinions regarding volunteer leadership can provide invaluable insights into the operational
and relational dynamics of the organization. Staff possess a unique vantage point through a daily
blend of member interactions and operational oversight, enabling them to identify the strengths
and potential areas of improvement in volunteer leadership (De Clerck, et al., 2021; Huang et al.,
2020; Hudson, 2021). Actively leveraging staff insights ensures that the leadership remains

40
effective, responsive, and aligned with the organization's goals, fostering an environment
conducive to member engagement and retention.
Creating structured mechanisms for gathering staff feedback is essential for effectively
leveraging their opinions. Practices such as regular feedback sessions, anonymous surveys, or
staff-led focus groups can offer safe spaces for staff to share their perspectives on volunteer
leaders candidly. These structured channels ensure that feedback is consistent, actionable, and
constructive (Stanley, 2020). Recognizing and acting upon this feedback not only optimizes the
leadership practices within the organization but also sends a strong signal to members about the
organization's commitment to continuous improvement and collaboration.
Fostering a culture of mutual respect and open communication between staff and
volunteer leaders is paramount. Promoting an environment where feedback is welcomed and
appreciated builds trust among all organizational stakeholders (De Clerck, et al., 2021; Huang et
al., 2020; Hudson, 2021). It encourages a sense of collective ownership and shared responsibility.
When members perceive that the organization values transparency, collaboration, and is invested
in the growth of its leadership, they are more likely to feel confident in their continued
involvement, enhancing overall member retention.
Challenges and Barriers
Nonprofit member organizations often seek to utilize staff opinions on volunteer leaders to
enhance member retention, but this approach presents its own set of complexities. Organizational
hierarchies and existing power dynamics can create barriers to honest and open communication
from staff who may not perceive themselves in a position of power (Crenshaw, 1991; Linscott,
2011; Stanley, 2020). Certain bureaucratic setups in nonprofits could unintentionally deter staff
from voicing their insights, especially if these challenge the status quo or leadership. This can

41
lead to a stifled feedback culture, reducing the nonprofit's ability to capitalize on internal
knowledge for the betterment of its members.
Organizational culture and the platforms for communication must be assessed when
considering the challenges of harnessing staff feedback. Research suggests in the absence of
transparent and easily navigable channels for sharing feedback, staff may feel their insights will
not precipitate real change (Linscott, 2011; Stanley, 2020). The ensuing dissatisfaction could
adversely impact the experience of members, as discontented staff might not be best positioned to
nurture an environment that promotes member engagement and loyalty.
The process of collecting and interpreting staff feedback is not immune to the influence of
internal politics and biases (Crenshaw, 1991; De Clerck et al., 2021). Factors such as personal
vendettas, competition, or misunderstandings can distort the authenticity of feedback regarding
volunteer leaders. Distinguishing between feedback that's constructive and feedback influenced
by personal biases becomes a resource-intensive challenge.
Equally significant is the danger of placing undue weight on staff feedback, sidelining
input from members themselves. The importance of a balanced approach, emphasizing that to
truly grasp the influence of volunteer leadership on member retention, feedback from both staff
and members should be considered (De Clerck et al., 2021; Linscott, 2011; Stanley, 2020). An
overreliance on either could compromise a holistic strategy, potentially impacting the
organization's primary goal: enduring member retention.
Existing Strategies and Solutions
Gleaning insights from staff about volunteer leaders has become increasingly recognized
as a best practice in nonprofit member organizations, both for enhancing the volunteer leadership
process and fostering member retention (Alper et al., 2000; Painter & Paxton, 2014; Zak, 2017).

42
Staff often possess unique, ground-level perspectives on the effectiveness, approachability, and
areas of improvement for volunteer leaders. Periodically soliciting feedback from staff provides
invaluable data that can be used to refine leadership training programs, ensure alignment between
leadership and organizational goals, and enhance member satisfaction (Agocs, 1997; Senge,
1990). Recognizing that effective volunteer leadership is a key determinant of member
engagement and retention, a feedback-driven approach ensures that leaders are continuously
equipped to meet members' needs.
Structured feedback mechanisms are paramount in ensuring the efficacy of this practice.
Regular surveys, focus groups, and confidential feedback channels should be used for staff to
voice their opinions without fear of repercussion (Agocs, 1997; Senge, 1990). By facilitating a
safe and structured environment for feedback, organizations can obtain candid insights into the
performance and perception of volunteer leaders (Agocs, 1997; Zak, 2017). Such feedback can be
invaluable for pinpointing specific leadership training and development areas, which, when
addressed, can significantly elevate the member experience, leading to increased retention rates.
Organizations must move beyond collecting feedback and demonstrate responsiveness to
the feedback received. Actively addressing concerns, acknowledging strengths, and involving
staff in improving volunteer leadership practices not only enhances the leadership structure but
also boosts staff morale and trust in the organization (Agocs, 1997; Senge, 1990; Schneider et al.,
1996). When members witness an organization that values feedback, adapts, and works towards
consistent improvement, it solidifies their trust in its mission and effectiveness, enhancing their
likelihood of prolonged engagement and commitment.

43
Statement of the Problem
This study investigates the impact of declining member retention rates on nonprofit
organizations' viability from the staff perspective. Utilizing the Burke-Litwin Causal Model
(1992), the study explores the influence of individual, transactional, and transformational levers
on member retention in board-driven nonprofits. Independent variables include communication,
organizational culture, staff development, and views on volunteer leaders compared to the
dependent variable of member retention, accounting for staff decision-making autonomy. This
examination identifies key performance drivers, prioritizing research efforts (Burke, 2018; Burke
& Litwin, 1992; Stone, 2015).
Using a quantitative, correlational approach, the researcher surveyed nonprofit staff in a
manager or higher position (Johnson & Christensen, 2015; Morgan, 2014). The online, third-party
survey included Likert-type questions addressing the correlation between independent and
dependent variables. Additional questions were collected regarding the respondent's position
within the organization (see Appendix E).
Conceptual Framework
A robust conceptual framework is the backbone of any research study, guiding the
investigative process by providing structure and clarity. For this dissertation, the Burke-Litwin
Causal Model of Organizational Performance and Change (1992) serves as the foundational lens
through which the problem of practice—decreasing member retention levels in 501c6
membership-based, board-driven nonprofit organizations—is analyzed and understood.
The Burke-Litwin model, developed in 1992, offers a comprehensive perspective on
understanding organizational dynamics and the numerous factors contributing to overall
performance. It charts out a network of causal relationships, distinguishing between

44
transformational and transactional organizational dynamics (Burke & Litwin, 1992).
Transformational dynamics delve into the broader, long-term, strategic elements, while
transactional dynamics pertain to day-to-day operations and interactions. These dynamics, in
tandem, shape the performance and drive organizational changes (Burke & Litwin, 1992).
Fundamental tenets of the Burke-Litwin model include transactional factors that relate to
the daily functional aspects, such as management practices, systems, and structures (Burke, 2018).
Transactional factors are more malleable and can be altered quickly. Transformational factors
delve into organizational culture, leadership, and mission. They tend to be more stable, requiring
concerted efforts and time for meaningful change (Burke, 2018).
The problem of decreasing member retention in 501c6 membership-based, board-driven
nonprofit organizations can be understood better when examined through the lens of the BurkeLitwin model. By analyzing transactional and transformational factors, the study aims to gain a
more holistic understanding of what drives member retention.
For instance, transactional elements such as communication methods, member
engagement initiatives, or feedback mechanisms can be critically evaluated for their impact on
member retention. Conversely, transformational elements such as the organization's vision,
leadership effectiveness, or cultural values may provide deeper insights into the strategic
challenges of retention. The interplay between these factors can shed light on the systematic
influences and their subsequent effects on retention levels (Stone, 2015).

45
Figure 3
Conceptual Framework Adapted from Burke-Litwin Organizational Performance & Change
Model
To explore and address the systematic impact of decreasing member retention levels in
nonprofit organizations, it is imperative to have a solid conceptual grounding. The Burke-Litwin
Causal Model serves this role by offering a comprehensive lens to analyze and understand the
factors influencing organizational performance and, by extension, member retention. This study
aims to unravel complex interrelationships, providing actionable insights and strategies to
enhance member retention in board-driven nonprofit organizations.

46
Summary
Effective communication is essential for the continuity and success of nonprofit member
organizations. Trust, transparency, and collaboration between staff and members are crucial,
especially since member participation is voluntary (Álvarez-González et al., 2017; Akingbola et
al., 2022; Fu, 2022). Consistent communication reinforces the importance of members, while
inconsistencies can lead to dissatisfaction and decreased retention (Alper et al., 2000; Bakker et
al., 2014; Berger, 2014; Montorio-Archer, 2021). Best practices recommend transparent
communication, two-way communication, and diverse communication methods, while challenges
such as miscommunication and organizational silos persist (BoardSource, 2021; Huang et al.,
2020; Knowlton, 2001; Hudson, 2021; Trautwein et al., 2020). Utilizing strategies such as active
listening and leveraging digital tools can help address these challenges (BoardSource, 2021; De
Clerck et al., 2021; Stanley, 2020).
Additionally, retaining members is crucial for the effectiveness and sustainability of
nonprofit member organizations. The Burke-Litwin Model highlights the importance of
communication in member commitment and aligning personal values with organizational culture
(Burke, 2018; Burke & Litwin, 1992; Agocs, 1997; Morrison & Milliken, 2000). Professional
development for nonprofit staff is also crucial for organizational growth and member retention
(Caldwell et al., 2008; Coule & Bain, 2021; Landry & Erwin, 2015; Linscott, 2011; Stanley,
2020). Prioritizing staff development, such as mentoring and training, ensures staff competence
and member satisfaction (Akingbola et al., 2022; Montorio-Archer, 2021; Berger, 2014; Aguinis
& Kraiger, 2009; Hudson, 2021; Trautwein et al., 2020).
Aligning staff feedback with volunteer leadership is crucial for member retention (Painter
& Paxton, 2014). Best practices recommend structured feedback methods to ensure alignment

47
with organizational goals (De Clerck et al., 2021; Hudson, 2021; Stanley, 2020). Balancing
feedback approaches is also essential, considering organizational hierarchies that might pose
challenges (De Clerck et al., 2021).

48
CHAPTER THREE: METHODOLOGY
The purpose of this doctoral dissertation was to delve into the intricacies of nonprofit
organizations, specifically exploring the role of staff interactions, dynamics, and perceptions in
relation to member retention. This chapter outlines the research questions guiding the study and
provides a comprehensive overview of the chosen research design, highlighting its alignment with
the study's objectives and the methodology proposed for data collection.
Research Questions
The following research questions guide this study.
1. To what extent, if any, do organizational cultural norms impact member retention?
2. To what extent, if any, is there a relationship between staff communication and
member retention?
3. To what extent, if any, does staff professional development affect member
retention?
4. To what extent, if any, do staff opinions on volunteer member leaders influence
member retention?
Overview of Design
To best address the problem of practice, a quantitative research design utilizing a
correlational assessment was chosen (Creswell & Creswell, 2018). This design allowed the
exploration of relationships between one dependent and four independent variables, offering
invaluable insights into factors influencing member retention in nonprofit organizations. To
gather comprehensive data, an online self-administered survey was employed, ensuring robust
empirical evaluation across the variables while minimizing potential biases (Creswell & Creswell,
2018). The survey utilized a closed, ordinal, Likert-type scale.

49
To ensure a diverse pool of participants, recruitment was conducted through membership
lists from prominent entities such as the American Society for Association Executives,
Association Forum of Chicagoland, and nonprofit staff channels on LinkedIn. To augment the
breadth of engagement, the survey link was designed to be shareable, enabling further
dissemination within nonprofit staff networks. Importantly, all personal and organizational
identifiers were blinded, with participation criteria set at a minimum of two years' full-time
employment within a nonprofit organization.
Table 1 provides the alignment of quantitative data for each research question. The
subsequent sections in this chapter delve deeper into the methodology, discussing in detail the
data collection tools, sampling methods, and data analysis techniques to be employed.
Table 1
Data Sources
Research Questions Quantitative
RQ1: To what extent, if any, do organizational cultural norms
impact member retention? X
RQ2: To what extent, if any, is there a relationship between staff
communication and member retention? X
RQ3: To what extent, if any, does staff professional development
affect member retention? X
RQ4: To what extent, if any, do staff opinions on volunteer
member leaders influence member retention? X
Research Setting
The study was conducted in an online environment, capitalizing on the accessibility and
convenience of digital platforms. This setting facilitates the engagement of a broad and diverse
demographic of nonprofit staff, enhancing the robustness and generalizability of the findings.

50
Given the inherent nature of the research problem, the target audience comprises nonprofit
organizations, specifically those that are membership-based and board-driven. These
organizations are characterized by their operational dynamics, with staff working closely to
operationalize strategic initiatives often spearheaded by volunteer leaders. While the specific
number of employees and the full demographic breakdown of these organizations will vary, they
are united in their foundational purpose – to serve and impact specific communities around
essential areas of concern.
The Researcher
I readily acknowledge my position as an educated, cis-gender, white American woman
currently working in a nonprofit association executive position normally occupied by a male
majority (BoardSource, 2021; Douglas & Nganga, 2013; Villaverde, 2008). My role holds an
elevated level of autonomy and authority within the nonprofit space, which could present a
potential obstacle due to the perception I could further marginalize historically oppressed voices
(Caldwell et al., 2008; Coule & Bain, 2021; Knowlton, 2001). Self-identifying the
intersectionality between the privilege of my own decision-making authority within an
organization and the internal struggle to find balance in navigating my ontology and positionality
further prepare me to explore this problem of practice through a quantitative method, despite
limited evidence-based research in this topic area specific to this nonprofit sector (Rose, 1997;
Saunders et al., 2019).
Nonprofit organizations are notoriously complex, structurally relying on staff to
operationalize the volunteer leader strategy, specifically regarding membership renewal and
retention, engagement of volunteers, and impactful program development (BoardSource, 2021,
Landry & Erwin, 2015; Linscott, 2011; Stanley, 2020; Wilson, 2012) Yet few nonprofits move

51
beyond a token call for staff engagement with volunteers and truly leverage staff expertise to
address structural inequities affecting their member communities and stakeholders such as race,
ableism, ageism, and classism (BoardSource, 2021; Douglas & Nganga, 2013). From an
epistemological perspective, expertise is available through staff stakeholder engagement
leveraging comprehensive staff outreach through the American Society for Association
Executives as well as extensive networks within dedicated channels for nonprofit staff on
LinkedIn.
Data Sources
Member retention in nonprofit organizations is a complex phenomenon that warrants
rigorous empirical investigation. To glean profound insights into the numerous factors influencing
member retention, this study adopts a quantitative research approach, particularly emphasizing
correlational assessment as recommended by Creswell & Creswell (2018). By examining the
relationship between one dependent and four independent variables, this research intends to
unearth pivotal insights about the dynamics within nonprofit organizations, which can be
instrumental for enhancing decision-making and optimizing outcomes. To facilitate a
comprehensive evaluation and limit any inherent biases, an online self-administered survey was
employed, targeting a diverse cross-section of nonprofit staff sectors (Creswell & Creswell,
2018).
This research utilizes a quantitative methodology, adopting a Likert-type, closed, ordinal
survey to delve into the nuances of member retention in nonprofit organizations. Such a survey
design facilitates the collection of standardized data, enabling the researcher to assess attitudes,
perceptions, and behaviors of participants along a defined scale. By employing this type of
survey, the study achieved robust statistical analysis, drawing meaningful correlations between

52
numerous factors at play. The survey format was designed in a way that ensures ease of
administration and high respondent comprehension, ensuring valid and reliable results (American
Psychological Association, 2020).
The research targets participants who have a deep understanding and familiarity with the
operations of nonprofit organizations. The inclusion criterion stipulates that respondents must be
full-time professional staff members at a nonprofit organization with a tenure of at least two
years. Recruitment strategies encompass accessing membership lists from esteemed bodies like
the American Society for Association Executives and the Association Forum of Chicagoland. In
addition, nonprofit staff channels on LinkedIn were tapped into for a broader participant base. The
survey link was designed to be easily shareable to further amplify reach and participation,
enabling participants to disseminate it within their networks. This strategy aims to foster a holistic
representation, not limiting the study to members actively engaged through professional bodies
alone. To uphold the privacy and confidentiality of participants, all data collected was
anonymized, ensuring the concealment of personal information and organizational affiliations.
With these measures in place, the study aimed to engage a minimum of 100 participants for a
comprehensive analysis.
Survey
This research study employed a Likert-type, closed, ordinal survey methodology to
comprehensively understand participants' attitudes, perceptions, and experiences. Likert-type
surveys, widely recognized and endorsed in the academic community, allow participants to
respond to statement items based on a pre-determined scale, capturing the intensity or frequency
of their feelings or agreement. This survey ensured that responses were standardized by
employing a closed format, facilitating comparability and statistical analysis. The ordinal nature

53
of the Likert scale further allows for the ranking of responses, offering insights into the relative
strength or preference of participants' opinions or experiences. Such a methodology is vital in
obtaining structured, quantitative data that can be rigorously analyzed to derive meaningful
correlations and conclusions, ensuring the study's empirical robustness (American Psychological
Association, 2020).
Participants
Minimum participation requirements included current full-time professional staff at a
nonprofit organization for at least two years. Recruitment through membership lists from the
American Society for Association Executives, Association Forum of Chicagoland, and nonprofit
staff channels on LinkedIn was leveraged to recruit participants. Additionally, the survey link was
shareable by participants to ensure maximum engagement across nonprofit staff networks so as
not to rely on actively engaged staff through professional organizations solely. All participant
data were blinded from any personal data and organizational names. The researcher collected
survey data from 100 participants, ultimately achieving a clean and complete dataset with a final
count of 82 respondents.
Demographic data collection was limited to minimize potential bias and identification of
the participants. Sufficient data currently exists to reflect a robust set of nonprofit staff
demographics through multiple public and personal data sources. For the purposes of this
research, the following chart represents audited data for the nonprofit sector as of year-end 2022
per the U.S. Bureau of Labor Statistics.

54
Table 2
2022 Nonprofit Employee Demographics
Demographic %
Gender
Male
Female
33.9%
66.1%
Ethnicity
Hispanic or Latino
Non-Hispanic/White
Non-Hispanic/Black
Non-Hispanic/Asian
10.4%
68.6%
11.9%
6.4%
Age
<25
25-54
>55
9.5%
63.9%
26.6%
Degree Status
Less than High School Diploma
High School Diploma, No College
Some College or Associate Degree
Bachelor’s Degree
Master’s Degree or Higher
1.7%
12.4%
21.3%
31.9%
32.7%
Instrumentation
The survey employs a standardized, closed, ordinal, Likert-style scale for assessing staff
perspectives on various organizational aspects. Questions are based on a 4-point scale where
"Strongly Agree" equals 4, "Agree" equals 3, "Disagree" equals 2, and "Strongly Disagree" equals
1. Thus, the theoretical range of the scale spans from 1 to 4 for each item, with a midpoint at 2.5,
indicating a neutral stance between agreement and disagreement with the statements (Creswell &
Creswell, 2018).
The reliability of this survey instrument, while not directly validated through existing
tools, was indirectly addressed through development and pilot testing with doctoral students at the

55
University of Southern California. This process aimed to ensure clarity in question
comprehension and the overall flow of the survey, contributing to the instrument's reliability by
verifying consistent understanding among respondents (Creswell & Poth, 2018).
Regarding validity, the scale's content validity was implicitly supported through its careful
development and the pilot testing phase. Engaging doctoral students in this evaluation phase
helped ensure that the questions accurately represented the constructs of interest, such as
organizational culture, communication, professional development, and staff perspectives on
volunteer leadership. This approach, although lacking formal validation evidence, enhanced the
instrument's content validity by ensuring it adequately reflects the study's domain (Creswell &
Creswell, 2018).
Data Analysis
This quantitative research study subjected the data collected to a correlational assessment
to ascertain the relationships between the identified variables. Correlational analyses are
fundamental in determining the strength and direction of linear relationships between continuous
variables (Field, 2018). For this analysis, Pearson’s r correlation coefficient was employed, which
provides values ranging between -1 and 1, indicating the relationship's nature (negative or
positive) and strength (Cohen et al., 2013). Before running the analysis, the assumptions of
linearity, homoscedasticity, and regular distribution of the variables were assessed and confirmed.
SPSS software was utilized to compute the correlations and generate scatterplots to visually
inspect the data relationships (Pallant, 2016). The significance of the correlation coefficients was
assessed at the 0.05 level and a power of at least .80 to detect a significant relationship between
variables, ensuring that observed relationships are not attributed to random chance. The choice of

56
this analytical approach was selected due to its ability to provide straightforward, interpretable,
and robust insights into the relationships among variables in quantitative datasets (Field, 2018).
Validity and Reliability
Ensuring the validity and reliability of research findings is critical to establishing a study's
credibility. In this quantitative investigation, a variety of deliberate strategies were employed to
bolster both aspects. An explicit alignment was established between the research questions and
the Burke-Litwin conceptual framework, a well-established model that elucidates the complex
connections between organizational variables (Burke & Litwin, 1992). This alignment supported
the study's construct validity by ensuring that the research questions were rooted in a robust
theoretical foundation.
A rigorous approach to site and participant selection was adopted to enhance external
validity. The research sites were chosen based on their relevance to the research questions and
their ability to offer a representative cross-section of the population under investigation. The aim
was to secure a diverse and informed participant pool, thereby ensuring the generalizability of the
findings (Salkind, 2014).
The sampling strategy leveraged a stratified random sampling method, which segregated
the population into distinct strata and subsequently randomly sampled from each (Salkind, 2014).
This method served to enhance the reliability of the findings, accounting for potential variations
across these subgroups. In developing the quantitative survey instrument, the emphasis was
placed on content validity. Drawing on insights from Salkind (2014), the survey items underwent
rigorous review by field experts to align the content with research aims, thereby boosting
response reliability.

57
During data collection, standardized procedures were followed to ensure uniformity and
reliability. Electronic surveys were designed for user-friendliness and clarity, emphasizing
maximizing response rates. Participants received succinct information on the study's importance,
punctuated by periodic reminders to maintain engagement. In the data analysis phase, statistical
tests were employed to verify the internal consistency of survey items, notably the Cronbach’s
alpha coefficient, to ensure consistent measurement of the intended constructs. The presence of
outlier analyses further solidified the study's validity.
Ethics
This study focused on nonprofit management, specifically focusing on member retention
efforts. Given the sensitivities of this topic and the potential ramifications for stakeholders in the
nonprofit domain, the researcher has rigorously outlined and adhered to ethical guidelines,
ensuring the interests and rights of all participants remain protected.
The researcher's obligations to human participants are paramount, beginning with the
principle of informed consent. Each participant was provided with a clear understanding of the
research's nature, objectives, methods, potential risks, and anticipated benefits (see Appendix F).
This transparency is not merely a procedural necessity but a moral imperative, reinforcing the
research's trustworthiness (Sabik et al., 2005). Participants were also provided autonomy to
withdraw at any time without facing adverse consequences (Denzin & Lincoln, 2011). The
confidentiality and anonymity of participants was preserved by refraining from acquiring
personally identifiable information and ensuring that collected data cannot be attributed to
individual participants (Creswell & Poth, 2018).
To reinforce these ethical standards, the researcher's profound expertise in nonprofit
management accentuates dedication to these principles. Potential participants were provided a link

58
to download a copy of the institutional review board's (IRB's) approval, highlighting the study's
vetting and endorsement by The University of Southern California. Additionally, the proposed
blind survey design assures participant data confidentiality. By abstaining from collecting
personal or organizational identifiers, potential risks to participants and institutions were
mitigated (Creswell & Poth, 2017). Through strict adherence to the standards, this study aspired
to enrich the domain of nonprofit management in an ethically robust and conscientious manner.

59
CHAPTER FOUR: FINDINGS
Chapter four of this study provides a detailed examination of the influence of
organizational culture on membership trends, employing a comprehensive analytical approach
that includes descriptive statistics, correlation coefficients, and non-parametric correlations. The
quantitative analysis uncovers a balanced distribution across various dimensions of organizational
culture, demonstrating low variability and a symmetrical distribution of data. This initial analysis
lays the groundwork for a more profound exploration of the interplay between organizational
culture and membership trends. The research meticulously aligns with the theoretical constructs
of the Burke-Litwin model, as well as an adapted conceptual framework and the survey questions
used in the study (Figures 4, 5, and 6). This alignment not only situates the investigation within a
solid theoretical foundation but also facilitates a seamless transition from theoretical exploration
to empirical inquiry, ensuring the coherence and relevance of the findings (Burke & Litwin, 1992;
Creswell & Creswell, 2018).
The study employs Pearson r correlation coefficient and Kendall's tau_b Non-Parametric
Correlations to delve into the dynamics between critical organizational variables such as staff
communication, professional development, and staff/volunteer relationships, and their cumulative
effect on organizational culture and membership trends. The analysis reveals a range of
correlations from significant to non-significant, underscoring the complex interactions within the
organizational setting. Notably, the research identifies organizational culture as a pivotal predictor
of membership dynamics, showing a moderate positive correlation with both historical and future
trends in membership. This comprehensive examination highlights the nuanced roles of culture,
communication, and development in influencing membership trajectories, offering invaluable

60
insights for organizational leaders and stakeholders in their efforts to nurture a sustainable and
thriving organizational environment (Aguinis & Kraiger, 2009; Cohen et al., 2013).
Figure 4
Research Questions Visual Map Aligned to the Burke-Litwin Organizational Performance &
Change Model

61
Figure 5
Research Questions Visual Map Aligned to the Conceptual Framework Adapted from BurkeLitwin Organizational Performance & Change Model

62
Figure 6
Survey Questions Visual Map Aligned to the Research Questions and Conceptual Framework
Adapted from Burke-Litwin Organizational Performance & Change Model

•Lever: Transformational (Long-term)
•Burke-Litwin Model: Leadership and
Organizational Culture
• Adapted Conceptual Model: Qualities
and Actions of Organizaitonal Leaders;
Shared Values, Beliefs, Practices
Defining Organizational Identity
RQ1
To what extent, if
any, do
organizational
cultural norms
impact member
retention?
•Lever: Transactional (Organizational)
•Burke-Litwin Model: Structure
• Adapted Conceptual Model:
Organizational Systems of Authority,
Communication, and Decision Making;
Policies and Procedures that Guide
Employee Behavior
RQ2
To what extent, if
any, is there a
relationship
between staff
communication and
member retention?
•Lever: Individual and Personal (Shortterm)
•Burke-Litwin Model: Task
Requirements and Individual Skills
• Adapted Conceptual Model Area
Impacted: Skills and Knowledge
Needed to Proform Tasks to Achieve
Organizational Goals
RQ3
To what extent, if
any, does staff
professional
development affect
member retention?
•Lever: Individual and Personal (Shortterm)
•Burke-Litwin Model: Work Unit
Climate
• Adapted Conceptual Model: Exployee
Attitudes and Prerceptions to Work and
Organization
RQ4
To what extent, if
any, do staff
opinions on
volunteer member
leaders influence
member retention?
1. My organization has a strong protocol in place to
ensure staff are welcome and included in the
company culture.
2. A staff cultural norm within my organization has
positively impacted member retention.
3. My organization effectively manages conflicts that
arise between individual differences among staff and
its members.
4. There are ways in which my organization’s cultural
norms could be improved to better retain members
from diverse backgrounds.
5. Organizational cultural norms impact staff efforts in
retaining members.
6. Effective staff communication within the
organization leads to better retention of members.
7. Staff communication breakdowns have negatively
impacted member retention.
8. My organization implements effective strategies to
support transparent communication between staff
and members.
9. Improving staff communication could enhance
member retention.
10. Staff communication practices within my
organization directly influences member retention.
11. My organization invests in staff professional
development about member retention.
12. My organization believes that supporting staff
professional development positively impacts member
retention.
13. My organization believes external staff training and
development opportunities positively impact the
ability to retain members.
14. Investing in staff professional development can help
address challenges in member retention.
15. Staff professional development focused on member
retention will benefit my organization.
16. Staff perceptions of volunteer member leaders have a
significant impact on the retention of members.
17. Staff opinions about a volunteer member leader can
significantly impact member retention.
18. My organization takes steps to ensure staff feels
comfortable working with volunteer member leaders.
19. My organization effectively addresses any negative
opinions staff may have about volunteer member
leaders.
20. Staff members’ impressions about volunteer member
leader engagement in member retention are valued in
my organization.

63
Dependent and Independent Variable Statistics
This research study analyzes the impact of organizational factors on membership trends,
as evidenced by the statistical data presented in Table 3. This analysis delves into the perceptions
of organizational culture, professional development, staff/volunteer relationships, and staff
communication, exploring their correlation with membership dynamics. The findings reveal that
organizational culture is perceived in a moderately positive light, with a mean score of 2.6927 and
a standard deviation indicating a consensus among respondents. This consensus is critical, as it
denotes a collective acknowledgment and valuation of organizational culture, which, according to
Schein (2017), plays a significant role in fostering membership engagement and retention.
Table 3
Dependent and Independent Variable Statistics
Organizational
Culture
Staff
Communication
Staff
Professional
Development
Staff/
Volunteer
Relationship
Historical 5
Year
Membership
Trend
Future
Predicted
Membership
Trend
N 81 82 82 82 82 82
Mean 2.6927 3.2967 2.9439 2.7976 2.0617 2.2561
Median 2.6000 3.3333 3.0000 2.8000 2.0000 2.0000
Std.
Deviation
.55528 .47721 .46110 .45596 .79602 .75049
Variance .308 .228 .213 .208 .634 .563
Skewness .047 -.631 .427 .470 -.112 -.462
Std. Error of
Skewness
.266 .266 .266 .266 .267 .266
Kurtosis -.964 .971 .059 -.044 -1.407 -1.082
Std. Error of
Kurtosis
.526 .526 .526 .526 .529 .526
Range 2.20 2.33 2.00 2.00 2.00 2.00
Minimum 1.60 1.67 2.00 2.00 1.00 1.00
Maximum 3.80 4.00 4.00 4.00 3.00 3.00

64
Further statistical evaluation of staff professional development and staff/volunteer
relationships yields mean scores of 2.9439 and 2.7976, respectively, highlighting the favorable
reception of these organizational aspects. Previous research has underscored the importance of
professional development in bolstering organizational commitment and job satisfaction, which are
pivotal for enhancing membership trends (Aguinis & Kraiger, 2009). Moreover, the quality of
staff/volunteer relationships is identified as a fundamental element of organizational well-being,
influencing not just internal operations but also the organization's appeal to prospective members
(Bakker et al., 2014).
Among the evaluated factors, staff communication is rated the highest, with a mean value
of 3.2967, underscoring its critical role within the organizational framework. Effective
communication is essential for creating a sense of community and belonging, elements that are
vital for the growth and sustenance of membership (Berger, 2014). This aligns with findings by
Fu (2022), who posits that clear, consistent, and transparent communication significantly
contributes to organizational effectiveness and member satisfaction.
The analysis also extends to dependent variables, namely the historical 5-year membership
trend and the future predicted membership trend, which recorded mean scores of 2.0617 and
2.2561, respectively. These findings suggest a cautiously optimistic outlook on membership
growth, resonating with the literature that improvements in the organizational factors can
engender positive trends in membership (Cohen et al., 2013). This comprehensive assessment
indicates that strategic enhancements in organizational culture, professional development,
staff/volunteer relationships, and communication may be instrumental in promoting membership
dynamics.

65
Correlations Among Independent Variables
The research presented in Table 4 embarks on a comprehensive examination of the
relationships among key organizational variables, including organizational culture, staff
communication, staff professional development, and the dynamics between staff and volunteers.
This analytical endeavor is crucial for deciphering the complex interactions and reciprocal
influences these variables exert within the context of organizational behavior.
Table 4
Correlations Among Independent Variables
Organizational
Culture
Staff
Communication
Staff
Professional
Development
Staff Communication Pearson Correlation .069
Observed Probability .539
Staff Professional
Development
Pearson Correlation .267* .252*
Observed Probability .015 .022
Staff/Volunteer
Relationship
Pearson Correlation .290* .170 .321*
Observed Probability .008 .127 .003
Note. n=82
*p < .05 (2-tailed)
The analysis initially uncovers a minimal correlation between staff communication and
organizational culture, evidenced by a Pearson r correlation coefficient of .069 and a p-value of
.539. This finding suggests a slight linear relationship between the effectiveness of staff
communication and the overarching perception of organizational culture, hinting at the potential
for other elements to have a more substantial impact on shaping the culture of the organization
(Cohen et al., 2013).
In a contrasting discovery, staff professional development is found to have significant
moderate positive correlations with both organizational culture and staff communication, marked
by Pearson r correlation coefficient of .267 and .252, respectively, and p-values of .015 and .022.

66
These correlations, significant at the .05 level, illustrate the pivotal role of professional
development within the organization. Such initiatives not only align with and enhance the
organizational culture but also improve the quality of communication among staff, suggesting a
beneficial cycle where professional development efforts bolster both organizational culture and
communication (Aguinis & Kraiger, 2009).
The analysis reveals that the relationship between staff and volunteers holds significant
moderate positive correlations with organizational culture and staff professional development,
with Pearson r correlation coefficients of .290 and .321, respectively, and p-values of .008 and
.003. These findings underscore the critical importance of fostering positive interactions between
staff and volunteers in promoting a supportive organizational culture and effective professional
development programs. However, the link between this staff/volunteer relationship and staff
communication, although positive, does not reach statistical significance, with a Pearson r
correlation coefficient of .170 and a p-value of .127. This outcome indicates that the dynamics of
interactions between staff and volunteers may not directly impact communication practices within
the organization, suggesting a nuanced and layered relationship that warrants deeper investigation
(Agocs, 1997).
Overall, this analysis highlights a complex web of relationships within organizations,
emphasizing the essential roles of professional development and the interplay between staff and
volunteers in cultivating a conducive organizational culture and facilitating effective
communication. Yet, the subtle lack of a significant correlation between staff communication and
organizational culture points to the intricate dynamics within organizational frameworks,
suggesting that improvements in one area may not automatically lead to enhancements in another.

67
This complexity calls for targeted strategies that recognize and harness the unique interactions
among various organizational components to drive holistic organizational improvement.
Non-Parametric Correlations Among Independent Variables
Utilizing non-parametric correlations via Kendall's tau_b, this study assesses the
interrelations among various organizational variables, including organizational culture, staff
communication, professional development, and the relationship between staff and volunteers,
alongside their effect on membership trends, both historical and predicted. The choice of
Kendall's tau_b for this analysis stems from its aptness in evaluating data that might deviate from
a normal distribution, thus offering insights into the ordinal relationships among the variables
under consideration.
Table 5
Non-Parametric Correlations Among Independent Variables
Historical 5-Year
Membership
Trend
Future Predicted
Membership
Trend
Kendall's tau_b Organizational Culture Correlation Coefficient .257** .338**
Sig. (2-tailed) .005 <.001
N 81 82
Staff Communication Correlation Coefficient -.147 -.088
Sig. (2-tailed) .119 .352
N 81 82
Staff Professional
Development
Correlation Coefficient .104 .189*
Sig. (2-tailed) .260 .041
N 81 82
Staff/Volunteer
Relationship
Correlation Coefficient .072 .227*
Sig. (2-tailed) .434 .013
N 81 82
* p < .05 (2-tailed)
** p < .01 level (2-tailed)
The analysis reveals significant findings by which organizational culture is positively
correlated with both the historical 5-year membership trend (tau_b = .257, p = .005) and the future

68
predicted membership trend (tau_b = .338, p < .001), indicating a strong link between a positive
organizational culture and improved membership trends. This correlation underscores
organizational culture's pivotal role in shaping past and future membership dynamics, suggesting
that a robust and positive culture is essential for membership growth and retention (Schein, 2017).
Conversely, staff communication does not significantly impact membership trends,
evidenced by negative correlations with historical (tau_b = -.147, p = .119) and future trends
(tau_b = -.088, p = .352), which lack statistical significance. This outcome suggests that while
staff communication is crucial for operational success, its direct influence on membership trends
may be minimal or eclipsed by other variables (Berger, 2014).
Staff professional development presents a noteworthy distinction; it shows no significant
correlation with historical membership trends (tau_b = .104, p = .260) but demonstrates a weak to
moderate positive correlation with future membership trends (tau_b = .189, p = .041). This pattern
highlights the evolving importance of professional development in influencing future
membership, potentially reflecting changing expectations around organizational professionalism
and staff competency (Aguinis & Kraiger, 2009).
Moreover, the staff/volunteer relationship exhibits a nuanced effect, with no significant
correlation with historical trends (tau_b = .072, p = .434) but a weak to moderate positive
significance with future trends (tau_b = .227, p = .013). This finding indicates the growing value
of strong staff and volunteer relationships in enhancing future membership engagement and
retention (Hudson, 2021).
These results, derived from samples of N = 81 for historical trends and N = 82 for future
trends, highlight the dynamic nature of organizational factors influencing membership. The
consistent impact of organizational culture on membership trends, both historical and anticipated,

69
emphasizes the importance of a strong, positive culture. In contrast, the variable impacts of staff
communication, professional development, and staff/volunteer relationships, particularly their
increasing significance for future trends, reflect the multifaceted and evolving factors that
organizations must navigate to sustain and enhance membership. This analysis identifies critical
focus areas for organizational leaders aiming to improve membership outcomes and signals
shifting priorities and the growing importance of professional development and relationship
management in future organizational strategy.
Research Question 1: To what extent, if any, do organizational cultural norms impact
member retention?
Utilizing Pearson r correlations and Kendall's tau_b correlations, the analysis reveals
significant positive correlations between organizational culture and both historical and future
membership trends, emphasizing the critical impact of a cohesive and affirmative internal culture
on an organization's vitality (Aguinis & Kraiger, 2009; Burke & Litwin, 1992). This relationship
suggests that a shared vision and values among staff and volunteers significantly enhance
members' sense of belonging and commitment, aligning with the theoretical frameworks proposed
by Schein (2017) and further supported by empirical research by Bakker, Demerouti, and SanzVergel (2014).
The role of staff cultural norms, particularly in the realm of professional development,
emerges as a pivotal factor in promoting membership retention. The analysis underscores the
positive implications of professional development initiatives, evidenced by favorable mean scores
and a notable correlation with anticipated membership trends. This finding aligns with the
literature, highlighting the importance of continuous learning and employee growth in enhancing
member engagement and retention (Aguinis & Kraiger, 2009).

70
While the analysis does not identify a direct significant correlation between staff
communication and membership trends, the indispensable role of clear, effective communication
in fostering a positive organizational culture is evident. Effective communication is crucial for
creating an environment of trust, and mutual respect is essential for aligning staff and members
with the organization's strategic objectives (Berger, 2014). The significance of the relationship
between staff and volunteers in shaping future membership trends is highlighted, pointing to the
importance of positive interactions in fostering an engaging organizational environment.
Volunteers are crucial in connecting staff with the broader membership, essential for delivering
services and enhancing member engagement (Huang et al., 2020).
The correlation between organizational culture and membership trends underscores the
need for an environment that promotes collaboration, acknowledges achievements, and fosters
unity among members (Stone, 2015). This research suggests that creating an engaging
organizational atmosphere that encourages member commitment and participation is paramount
for retaining members and fostering a vibrant community.
Research Question 2: To what extent, if any, is there a relationship between staff
communication and member retention?
The analysis, leveraging data from Table 2, reveals a minimal positive correlation between
staff communication and member retention, as indicated by a Pearson r correlation coefficient of
.069 and a p-value of .539. This finding suggests that the impact of staff communication on
member retention is subtle and may not be directly quantifiable through linear statistical methods
alone. It implies that while staff communication is undoubtedly critical to organizational
operations, its influence on retaining members is embedded within a broader array of
organizational factors (Morgan, 2014).

71
The interpretation of these results points to the multifaceted nature of organizational
interactions. The absence of a strong direct correlation in Table 1 between staff communication
and member retention, coupled with Table 2's insights into a non-significant relationship between
staff communication and organizational culture, hints at indirect mechanisms through which
communication may affect member retention. This is further complicated by Table 3's
demonstration of non-significant negative correlations between staff communication and both
Historical and Future Membership Trends, suggesting that enhancing communication does not
straightforwardly predict improvements in member retention (Caldwell et al., 2008).
This complex narrative challenges organizations to consider broader strategies in
impacting member retention. The slight negative trend observed, despite lacking statistical
significance, encourages a deeper exploration of how communication practices might interplay
with other organizational elements—such as culture, professional development, and
staff/volunteer relationships—to indirectly influence membership dynamics. It posits that the
quality of internal communication could contribute to creating an environment that, while not
directly measurable, impacts member retention through enhanced organizational cohesion and a
more effective articulation of values and goals (Borgogni et al., 2011).
The findings underscore the imperative for a comprehensive organizational approach that
transcends mere communication enhancements. For instance, cultivating a robust organizational
culture that emphasizes transparency and inclusivity may augment the positive impacts of
effective communication on member retention. Similarly, commitments to staff and volunteer
professional development can enrich the organizational milieu, making it more appealing to
members by signaling a dedication to collective growth and learning (Aguinis & Kraiger, 2009).

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The investigation into staff communication's role in member retention elucidates a
sophisticated interplay of organizational factors. It encourages the adoption of integrated
strategies that consider how communication, when intertwined with cultural, developmental, and
relational elements, can foster a conducive environment for member retention. This integrated
approach not only expands the scope of retention strategies but also accentuates the importance of
nurturing an organizational ecosystem where communication, culture, development, and
relationships collectively contribute to building a vibrant and engaging member community
(Schein, 2017; Zak, 2017).
Research Question 3: To what extent, if any, does staff professional development affect
member retention?
The findings from the Pearson correlation coefficients and Kendall's tau_b non-parametric
correlations reveal a significant positive correlation between staff professional development and
enhancements in both staff communication and the staff/volunteer relationship. Specifically, a
Pearson correlation coefficient of .252 (p = .022) between staff professional development and
staff communication suggests a positive relationship, indicating that investments in staff
development are associated with improved staff communication quality. Similarly, a correlation
coefficient of .321 (p = .003) between staff professional development and the staff/volunteer
relationship highlights the positive effects of professional development on enhancing staff and
volunteer dynamics (Aguinis & Kraiger, 2009; Bakker et al., 2014).
Despite the established correlations, direct analysis of staff professional development's
impact on historical member retention reveals a positive but statistically insignificant correlation
(.104, p = .260), suggesting a minimal impact on past retention efforts. Conversely, the
correlation with future predicted membership trends presents a weak to moderate significance

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(.189, p = .041), indicating an evolving recognition of professional development's role in future
retention strategies (Burke & Litwin, 1992; Schneider et al., 1996).
This evolving significance underscores the changing landscape of organizational
priorities, where there is an increasing acknowledgment of professional development's importance
in enhancing member engagement and retention. Organizations focusing on staff growth and
development may experience improved member retention, reflecting a strategic shift towards
valuing professional and personal development as key to building a resilient and adaptable
organizational culture (Schein, 2017; Senge, 1990).
The research highlights the complex relationship between staff professional development
and member retention. While the impact on historical retention may have been minimal, the
predictive data suggests a growing importance of professional development in future retention
efforts. This shift underlines the necessity for organizations to prioritize staff development as a
fundamental component of their member retention strategies, emphasizing the creation of an
engaging and supportive organizational environment conducive to member commitment and
participation (Stone, 2015; Zak, 2017).
Research Question 4: To what extent, if any, do staff opinions on volunteer member leaders
influence member retention?
Organizational culture is affirmed as a crucial determinant, exhibiting significant positive
correlations with both historical 5-year membership trends and future predicted membership
trends (Burke & Litwin, 1992; Schein, 2017). This suggests that the collective staff perception of
organizational culture, encompassing the shared values, beliefs, and practices, plays a pivotal role
in influencing membership retention. The robust association between a positive organizational
culture, as perceived by staff, and the organization's success in retaining and potentially

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expanding its membership base underscores the importance of cultivating a supportive and
cohesive organizational environment.
The analysis reveals a nuanced relationship between staff communication and member
retention. Despite the fundamental role of communication in maintaining operational coherence,
the correlations indicate a complex influence on membership retention, potentially mediated by
other organizational factors such as the effectiveness of professional development initiatives and
the quality of staff-volunteer interactions (Berger, 2014; Men, 2014). The inconclusive correlation
between staff communication and membership trends suggests the need for further exploration
into how communication practices across various organizational contexts impact member
retention.
Staff professional development emerges as a critical area, with positive correlations
pointing towards its growing importance for future membership trends. This reflects a shift in
organizational priorities, acknowledging the indirect impact of staff professional growth on
member retention (Aguinis & Kraiger, 2009). Investing in the professional capabilities of staff not
only enhances the organizational capacity for engagement but also signals a commitment to
excellence and innovation, essential for sustaining a dynamic and loyal membership base. The
staff/volunteer relationship is highlighted as a significant factor influencing future membership
trends. The evolving recognition of the importance of fostering positive interactions between staff
and volunteers underscores the role of these dynamics in creating an engaging organizational
atmosphere conducive to member retention (Huang et al., 2020).
Summary
In summary, the findings from this study illustrate the complex interplay between staff
perceptions of volunteer member leaders and organizational characteristics in shaping

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membership retention. The pivotal role of organizational culture in both historical and future
membership trends emphasizes the foundational impact of creating an engaging and cohesive
organizational identity. Additionally, the strategic emphasis on professional development and the
enhancement of staff/volunteer relationships for future trends indicates a forward-looking
approach to organizational development and member engagement. This research contributes
valuable insights for organizational leaders, highlighting the significance of adaptive strategies
that leverage internal dynamics to foster membership growth and retention.
The research into organizational dynamics and their impact on membership trends offers
insightful revelations about the core aspects that underpin the functioning and growth of an
organization. Through a detailed examination of descriptive statistics, a pattern emerges showing
a symmetrical distribution across key organizational aspects such as organizational Culture and
membership trends. This symmetry and low variability in the data suggest a harmonious and
balanced perception of organizational Culture within the organization, hinting at a cohesive
understanding and appreciation of the organizational values, beliefs, and practices among
members and staff. Such consistency in perceptions underscores the role of organizational culture
as a central pillar in shaping the organization's identity and its appeal to current and prospective
members.
Further analysis through Pearson r correlation coefficient reveals a nuanced landscape of
how different organizational factors interact with each other and their collective influence on
organizational culture. Notably, staff professional development and the staff/volunteer
Relationship are identified as having moderate and significant correlations with organizational
culture, highlighting their integral role in cultivating a positive and supportive organizational
environment. These relationships indicate that investments in professional development and

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fostering strong, positive relationships between staff and volunteers not only enhance the
organizational culture but also potentially impact membership satisfaction and retention
positively. However, the analysis also points to an interesting outlier; staff communication does
not exhibit a significant correlation with organizational culture. This divergence suggests that
while communication is essential for operational success, its direct impact on shaping or
reflecting the organizational culture might be less pronounced than other factors.
Lastly, the Non-Parametric Correlations provide a deeper understanding of the direct
impact of organizational culture on membership trends, affirming its significant moderate positive
correlation with both historical and future trends. This indicates that a strong and positive
organizational culture is not only vital for maintaining current membership levels but also plays a
crucial role in predicting the organization's ability to attract and retain members in the future. In
contrast, other organizational factors such as staff communication and the staff/volunteer
Relationship show varied levels of influence on membership trends, emphasizing the complexity
of the relationships at play. These findings collectively highlight the intricate dynamics between
organizational elements, underscoring the critical importance of nurturing a robust organizational
culture as a strategy for enhancing membership engagement, satisfaction, and overall
organizational health.

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CHAPTER FIVE: RECOMMENDATIONS
This chapter explores strategies for enhancing membership retention in 501(c)(6)
nonprofit organizations, utilizing the Burke-Litwin Model of Organizational Change and
Performance as a theoretical framework. As described by Burke and Litwin (1992), the model
posits that organizational culture acts as a transformational factor capable of fostering a
supportive internal environment and enhancing engagement with external members. The analysis
underscores the significance of organizational culture in retaining membership, echoing findings
from Agocs (1997) and Bakker et al. (2014) on the impact of organizational climate on
performance and engagement. This chapter further identifies staff professional development,
quality of staff/volunteer relationships, and adaptability to external pressures as key factors in
membership retention (Aguinis & Kraiger, 2009; Akingbola et al., 2022).
Despite acknowledging the pivotal role of effective communication within organizations,
this research identifies a gap in the direct correlation between staff communication and
organizational culture, suggesting an area for further investigation (Fu, 2022). Recommendations
for 501(c)(6) nonprofit executives include strengthening organizational culture through initiatives
focused on staff, enhancing leadership skills for greater inclusivity and collaboration, and
improving organizational communication. These recommendations are aligned with the BurkeLitwin Model's emphasis on leadership and culture as drivers of change (Burke, 2018; Stone,
2015). This chapter calls for future empirical studies to validate these strategies and further
explore the relationship between organizational change models and nonprofit membership
retention, recognizing limitations such as self-reported data reliability and methodological
constraints (Creswell & Creswell, 2018; Saunders et al., 2019).

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The strategic application of the Burke-Litwin Model in nonprofit organizations to enhance
membership retention by prioritizing a strong organizational culture, leadership empowerment,
and effective communication is synthesized. Efforts to create a dynamic and engaged membership
base align with strategic objectives and member expectations, potentially ensuring long-term
sustainability and success in a competitive landscape, as argued by Álvarez-González et al. (2017)
and supported by research from Hudson (2021) and Marketing General (2022). This approach
underscores the potential for nonprofit organizations to navigate the complexities of an everchanging environment effectively, especially given the importance of organizational culture and
learning in driving sustainable change (Schein, 2017; Senge, 1990).
Discussion of Findings
An in-depth analysis using the Burke-Litwin Model provides a nuanced understanding of
nonprofit membership retention by exploring the critical role of organizational culture as a
transformational factor that influences both internal climate and external membership engagement
(Burke & Litwin, 1992). This perspective is supported by research highlighting the central
position of culture in driving and sustaining organizational change (Schein, 2017). Further
examination of transactional factors such as staff professional development and the dynamics of
staff/volunteer relationships underscores their vital contribution to creating a supportive
organizational atmosphere (Aguinis & Kraiger, 2009; Akingbola et al., 2022). These elements,
through their significant correlation with organizational culture, emphasize the pivotal role of
strategic leadership in fostering an environment conducive to membership retention (Borgogni et
al., 2011).
Additionally, the study explores the correlation of external environmental factors on
organizational outcomes, with findings indicating a positive correlation between organizational

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culture and membership trends, thereby underscoring the external environment’s impact on
shaping organizational strategies and member engagement (Huang et al., 2020). This suggests that
adaptability to external pressures is crucial for sustaining and enhancing membership dynamics.
The research also reveals a complex interplay between organizational structure, systems,
processes, and individual behaviors, highlighting the multifaceted nature of organizational change
(Burke & Litwin, 1992; Caldwell et al., 2008). Despite the critical role of effective
communication highlighted by the research, the observed lack of significant correlation between
staff communication and organizational culture necessitates further exploration of communication
strategies within nonprofits (Men, 2014).
The findings provide a comprehensive overview of the factors influencing nonprofit
membership retention, closely aligning with the Burke-Litwin Model. This alignment validates
the model's applicability and underscores the interconnectedness of organizational elements in
driving change. The study calls for future research to delve deeper into the impacts of leadership,
communication, and organizational culture on member satisfaction and retention. It offers a
strategic roadmap for nonprofits aiming to enhance their impact and sustainability (Stone, 2015;
Trautwein et al., 2020).
Recommendations for Practice
Enhancing organizational culture is a foundational strategy for improving retention.
Research indicates that a positive organizational culture, characterized by feedback mechanisms,
recognition of achievements, and shared purpose, significantly influences member and staff
satisfaction and loyalty (Schein, 2017). This aligns with the notion that organizations that value
and actively engage their members and staff in meaningful ways are more likely to retain them
(Álvarez-González et al., 2017).

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Investing in staff professional development is another critical area of focus. Providing
staff with opportunities for growth and learning enhances service quality and increases their
ability to meet and exceed member expectations, fostering a cycle of satisfaction and loyalty
(Aguinis & Kraiger, 2009). This investment in human capital is essential for creating a culture of
excellence and continuous improvement within the organization (Bakker et al., 2014).
Positive relationships among staff and volunteers are vital for building a cohesive and
collaborative team environment. Research has shown that effective conflict management and team
efficacy are linked to improved performance outcomes in organizational teams (Alper et al.,
2000). Activities that promote teamwork and collaboration can enhance the overall member
experience, contributing to higher retention rates.
Effective communication is imperative for minimizing misunderstandings and fostering a
unified team environment that supports member retention efforts. Developing a clear, consistent
communication strategy is crucial for ensuring that all organizational members are aligned with
the organization’s goals and objectives (Men, 2014). This strategic communication approach can
help build a culture of transparency and trust, which is instrumental in retaining members.
Recommendation 1: Strengthening Organizational Culture through Staff-Centric Initiatives
The research underscores the considerable influence of a strong and positive
organizational culture on membership trends, highlighting its role as a critical lever for
membership retention in nonprofit organizations (Schein, 2017). To capitalize on this, it is
imperative for nonprofit executives to actively engage in defining and disseminating the
organization's values, vision, and mission. This process encompasses the establishment of open
channels of communication with both staff and members, celebrating achievements that reflect
the organization's ethos, and assuring that leadership actions are consistently aligned with the

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desired culture. By prioritizing the creation of an inclusive environment that aligns with the
aspirations of both staff and members, organizations can foster a sense of belonging, which is
instrumental in significantly bolstering membership retention (Zak, 2017).
In the application of the Burke-Litwin Model, this strategy is anchored in its guiding
principles, particularly emphasizing the pivotal roles of staff professional development and
volunteer relations in bolstering organizational culture and enhancing member satisfaction (Burke
& Litwin, 1992). This approach meticulously integrates a series of key components—professional
development opportunities, enhancements in volunteer engagement, initiatives aimed at
transforming organizational culture, and comprehensive evaluation and feedback mechanisms.
Such a structured program is designed to cultivate a dynamic, inclusive, and improvementoriented organizational culture, demonstrating the model's effectiveness in driving transformative
processes within organizations (Burke & Litwin, 1992). This strategic application underscores the
model's relevance in fostering environments that not only prioritize professional growth and
volunteer contribution but also significantly contribute to the overall satisfaction and retention of
members (Aguinis & Kraiger, 2009; Huang et al., 2020).
Key Program Components
The professional development opportunities component is meticulously designed to
elevate the capabilities of both staff and volunteers, presenting a broad array of learning
experiences. These experiences span from workshops and seminars that cover essential skills to
personalized development initiatives such as mentoring and coaching. By promoting an
environment conducive to cross-functional collaboration, this approach not only facilitates
professional growth but also fosters a culture of continuous learning and mutual respect among all
organizational members (Aguinis & Kraiger, 2009).

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Enhanced volunteer engagement is paramount in acknowledging the invaluable
contributions of volunteers to the organization. This method accentuates their development and
appreciation through the execution of specialized workshops, appreciation programs, and
structured feedback mechanisms, ensuring volunteers feel valued and integral to the
organization's mission (Huang et al., 2020). Additionally, initiatives aimed at integrating
volunteers with staff are emphasized to fortify the community fabric, underscoring the importance
of a cohesive environment where each member's contribution is recognized and celebrated
(Wilson, 2012). This strategy not only amplifies the volunteer experience but also bolsters the
collaborative ethos crucial for the organization's success.
Cultural transformation initiatives are orchestrated to deeply embed the organization's
values into its daily operations, a fundamental step to ensure actions are congruent with core
principles. Essential strategies could involve the implementation of Organizational Values
Workshops, the establishment of a Change Champions Network, and the improvement of internal
communication platforms. These endeavors are critical in enabling the deeper integration of the
organization's core values, thus promoting an environment marked by openness and ongoing
dialogue. Such initiatives are vital for cultivating a culture where values are actively embodied
and reflected in every facet of organizational life, ensuring that foundational principles are central
to decision-making and interpersonal interactions (Schein, 2017).
In assessing the impact of initiatives aimed at boosting organizational effectiveness, a
comprehensive approach incorporating surveys, interviews, and key performance metrics is
adopted. This strategy permits an all-encompassing evaluation of the initiatives' outcomes,
offering insights into successful areas and identifying opportunities for enhancement. An ongoing
improvement process is instituted to ensure the program remains relevant and effective,

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facilitating adjustments to meet the evolving needs of the organization and its broader
community. This commitment underscores the dedication to fostering an environment of
sustained growth and adaptability, crucial for achieving long-term organizational goals
(Kirkpatrick & Kirkpatrick, 2016).
Program Implementation
The implementation plan initiates with a pilot phase to critically assess strategies and
solicit feedback, leading to a phased expansion to encompass all staff and volunteers. Regular
evaluations and active stakeholder involvement are key to ensuring the initiative aligns with
organizational objectives, cultivating a sense of ownership and commitment throughout the entity.
This strategy, rooted in the principles of the Burke-Litwin Model, emphasizes the importance of
centering staff voices and underscores the model's efficacy in driving membership retention and
organizational transformation (Burke & Litwin, 1992). By prioritizing professional development,
volunteer relations, and cultural transformation, nonprofit leaders are positioned to elevate service
quality and nurture a more inclusive, engaged, and collaborative community (Akingbola et al.,
2022; Burke, 2018).
This focus on comprehensive professional development and enhanced volunteer
engagement, coupled with a commitment to cultural transformation, reflects a strategic approach
that aligns with contemporary understandings of effective nonprofit management (Coule & Bain,
2021). These efforts contribute to the creation of an organizational environment that fosters
continuous learning, recognizes the contributions of volunteers, and ensures that organizational
actions are congruent with stated values and goals. The implementation of this plan, informed by
the feedback gathered during the pilot phase and ongoing stakeholder engagement, exemplifies a

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dynamic and responsive strategy aimed at achieving long-term success and sustainability in
nonprofit organizations (De Clerck et al., 2021; Akingbola et al., 2022).
Recommendation 2: Staff Programming Focused on Leadership Empowerment and
Organizational Culture Enrichment
The initiative begins by emphasizing leadership empowerment, aimed at nurturing leaders
capable of fostering a culture marked by inclusivity, innovation, and collaboration. This is
achieved through tailored leadership workshops that focus on developing emotional intelligence,
communication skills, and change management capabilities. A mentorship program is integral to
this strategy, ensuring the transmission of organizational values and leadership wisdom to
emerging leaders, thereby promoting continuity and a shared organizational vision (Schein,
2017). A foundational aspect of this program is the enhancement of organizational
communication to foster a transparent, open, and inclusive culture. Achieved through a multichannel communication strategy, regular town hall meetings, and the establishment of an internal
platform for sharing successes and challenges, these measures aim to ensure that every
organization member feels heard, valued, and engaged (Men, 2014).
The professional development segment of the program provides ongoing learning
opportunities that align with the organization's strategic goals. This includes a comprehensive
array of training sessions, workshops, and involvement in cross-functional projects to cultivate a
culture of continuous improvement and innovation. Furthermore, the introduction of a recognition
system aims to celebrate personal and professional growth milestones, thereby further motivating
staff and volunteers (Aguinis & Kraiger, 2009).
Cultivating positive relationships among staff, volunteers, and members is crucial for a
unified organizational culture. This is addressed through organizing team-building activities,

85
implementing a volunteer recognition program, and establishing mentorship and peer-support
groups. These strategies are designed to create a supportive and collaborative environment,
enhancing collective efficacy and satisfaction (Borgogni et al., 2011). To ensure the program's
alignment with organizational needs and its adaptability to changing circumstances, robust
feedback mechanisms will be established. This includes regular surveys, focus groups, and a
dashboard for tracking key performance indicators. A dedicated task force will analyze feedback
to facilitate continuous program improvement, ensuring responsiveness to staff, member needs,
and shifts in organizational culture (Bakker et al., 2014).
Program Implementation
The program's phased rollout begins with leadership development and communication
enhancements, ensuring a smooth transition and effective adaptation across the organization.
Annual evaluations will monitor the program's impact, making necessary adjustments to remain in
line with the shifting goals and dynamics of the organization. This integrated strategy, anchored
in the Burke-Litwin Model, enables 501(c)(6) nonprofit executives to cultivate a dynamic and
inclusive organizational culture, prioritizing staff, and member engagement. The focus on
professional development, leadership, communication, and fostering positive relationships aims
not only to boost member retention but also to ensure the organization's strategies are consistently
aligned with its overarching goals (Burke & Litwin, 1992; Schein, 2017).
Adopting the Burke-Litwin Model facilitates a comprehensive understanding of
organizational change and its impact on performance, emphasizing the importance of leadership
and communication in creating a vibrant organizational culture (Burke, 2018; Schein, 2017). By
integrating these elements, the program seeks to enhance the overall dynamic within the
organization, making it more inclusive and aligned with strategic objectives. This approach

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reflects a commitment to leveraging internal strengths and addressing areas for improvement,
ensuring the organization remains responsive to the needs of its staff and members while pursuing
its mission effectively (Aguinis & Kraiger, 2009; Zak, 2017).
Recommendation 3: Enhancing Communication to Foster Member Retention
Enhancing communication is pivotal for fostering member retention within organizations.
It is recommended to initiate a comprehensive communication audit, a process that should engage
staff, volunteers, and members through diverse methods such as surveys, interviews, and focus
groups. The primary aim of this audit is to meticulously evaluate the existing communication
flows within the organization, pinpointing both strengths and areas in need of improvement. This
thorough assessment lays the groundwork for targeted enhancements in communication strategies,
aiming to improve member retention (Akingbola, et al., 2022).
Upon completing the communication audit, organizations should set specific, measurable
goals to enhance staff engagement, increase member retention, and ensure transparency in
decision-making processes. These defined objectives are crucial for steering strategic
improvements in communication, vital for cultivating a thriving organizational environment.
Setting these goals ensures that communication strategies are in harmony with the organization's
overarching mission, promoting an atmosphere conducive to growth and sustainability (Berger,
2014).
In crafting a comprehensive approach to enhance membership retention, it is essential to
develop a unified communication strategy. This strategy should bridge the identified
communication gaps while aligning with the organization's culture and values, incorporating a
mix of traditional and digital channels to meet the diverse needs of all members, thus ensuring
inclusivity and accessibility. Establishing structured channels for ongoing feedback is

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fundamental in creating an environment of open dialogue and mutual respect, where two-way
communication fosters trust among members and makes them feel valued and heard, significantly
contributing to a positive organizational climate (Men, 2014). Additionally, implementing a crisis
communication framework into the overarching strategy is crucial for maintaining trust and
stability during challenging times. This framework should prepare for potential crises and outline
a plan for clear, consistent, and calm communication, ensuring the organization's ability to
navigate uncertainties while preserving member confidence and organizational integrity (Coombs,
2014).
The integration of cultural values and the celebration of successes are paramount for
enhancing membership retention. Communication efforts must reflect and reinforce the
organization's core values to strengthen the community and shared purpose among members and
staff. Using communication channels to acknowledge individual and team achievements fosters a
culture of appreciation and respect, crucial for motivating members and enhancing their
commitment to the organization (Álvarez-González et al., 2017).
A critical component of the strategy for improving membership retention and engagement
involves establishing and monitoring key performance indicators (KPIs) to accurately measure
communication effectiveness, engagement rates, and member retention. This enables
organizations to assess the impact of their communication strategies and align efforts with
organizational goals. Embracing a philosophy of continuous improvement in communication
practices, through regular review and adaptation in response to feedback and changing needs, is
essential for maintaining engagement and fostering a positive organizational culture (Bakker et
al., 2014).
Program Implementation

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In the context of enhancing organizational communication and member retention, a
multifaceted strategy encompassing leadership and management training is pivotal. This approach
is designed to arm leaders with the skills necessary to model and reinforce the communication
standards critical to the organization's success, emphasizing the importance of transparency and
active listening for effective leadership (Aguinis & Kraiger, 2009; Berger, 2014). Additionally,
the strategy underlines the significance of consistent updates and information sharing to ensure all
stakeholders are well-informed and engaged with the organization’s mission and objectives,
fostering transparency and collective understanding (Bakker et al., 2014). Creating collaborative
platforms further facilitates active participation in dialogue and decision-making, enriching the
organizational culture with diverse perspectives and promoting a sense of shared responsibility
among members (Álvarez-González et al., 2017; De Clerck et al., 2021).
To ensure the sustainability and growth of 501(c)(6) nonprofit organizations, prioritizing
leadership in communication and continuous learning is essential. Establishing a dedicated
communication role or team supports the strategic direction and integrity of communication
efforts over time, while ongoing development opportunities for staff enhance both organizational
and individual growth (Aguinis & Kraiger, 2009; Men, 2014). Integrating these strategies within
the Burke-Litwin Model significantly improves communication practices, crucial for enhancing
member retention and developing a vibrant, engaged community aligned with the organization's
mission and values (Burke & Litwin, 1992; Stone, 2015). This integrated approach positions
communication as a vital catalyst for positive organizational change, driving success and
resilience within the nonprofit sector (Stone & Stone, 2015; Zak, 2017).

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Limitations and Delimitations
This quantitative, correlational research study, aimed at exploring factors influencing
membership retention in 501(c)(6) nonprofit organizations, encounters several limitations
inherent to its design and methodology:
1. Methodological: a Likert-type survey, while advantageous for quantifying perceptions
and attitudes, may not fully capture the nuances of members' experiences or the
complexity of factors affecting their decision to remain with the organization. The
reliance on self-reported data introduces the potential for response bias, where
participants may answer in socially desirable ways rather than reflecting their true
feelings or behaviors.
2. Data: given the online distribution of the survey, there is a limitation in reaching
members who may have limited internet access or prefer not to engage in online
activities, potentially skewing the sample towards more technologically inclined
individuals. While ethical and necessary for confidentiality, the blinding of participant
data restricts the ability to conduct more detailed subgroup analyses that could offer
deeper insights into specific member segments.
3. Generalizability: the findings from this study may not be broadly generalizable to all
501(c)(6) nonprofit organizations due to variations in organizational size, sector,
geographic location, and membership structures. The study's results are most
applicable to organizations with similar characteristics to those included in the sample.
4. Researcher bias: as a nonprofit 501(c)(6) executive, the researcher's position may
inadvertently influence the study's design, data collection, and interpretation of results.

90
Efforts have been made to mitigate this bias through objective data analysis methods
and peer review of the research process.
The following list represents the delimitation of this study as it is deliberately narrowed in
scope through specific researcher-imposed boundaries to maintain a clear focus and
manageability:
1. Scope of the study: the research is confined to examining membership retention
within 501(c)(6) nonprofit organizations, excluding other types of nonprofit entities
and aspects such as recruitment or financial performance.
2. Population and sample: the study targets current staff members of 501(c)(6)
organizations, explicitly excluding former members, staff, and other stakeholders. This
choice centers the investigation on the perspectives of those directly facing the
decision to renew their membership.
3. Survey distribution and data collection: by opting for an online survey method, the
study is delimited to an efficient data collection mode that can reach a wide audience,
albeit with the limitations noted above regarding internet access and engagement
preferences.
4. Research questions: the questions formulated for this study are specifically designed
to uncover correlations between perceived organizational culture, staff
communication, and member retention rates. The research does not extend to causal
investigations or the effectiveness of specific retention strategies.
5. Theoretical framework: the research is guided by existing theories on member
engagement and organizational commitment, delimiting the analysis to established

91
constructs within these theoretical boundaries and not exploring alternative theoretical
perspectives that might also apply.
Through these limitations and delimitations, the study seeks to contribute valuable insights into
membership retention dynamics in 501(c)(6) nonprofit organizations, while acknowledging the
constraints and choices that shape its scope and findings.
Recommendations for Future Research
Exploring enhancing membership retention within 501(c)(6) nonprofit organizations
reveals significant opportunities for future research. These opportunities are poised to validate the
effectiveness of recommended strategies and enrich the understanding of how organizational
change models, such as the Burke-Litwin Model, interact with nonprofit membership retention
mechanisms.
First, future research should delve into the impact of bolstering organizational culture via
staff-centric initiatives on membership retention rates. Employing longitudinal designs, these
studies could evaluate the contribution of professional development, volunteer engagement, and
cultural transformation initiatives to enduring membership. The amalgamation of quantitative data
on membership trends with qualitative insights from staff and members would comprehensively
evaluate the effectiveness of these strategies. Such research would fill a notable void in the
literature concerning the long-term effects of staff and volunteer engagement on membership
dynamics within nonprofit settings.
There is a discernible need for empirical studies on the ramifications of leadership
empowerment and organizational culture enhancement programs in 501(c)(6) entities. These
studies should assess how such programs affect leadership styles, staff morale, and, by extension,
member satisfaction and retention. A particular focus could be on how emotional intelligence,

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communication competencies, and change management skills contribute to cultivating an
inclusive, innovative, and collaborative organizational culture. Applying mixed-methods research
designs would shed light on the intricate relationships between leadership development,
organizational culture, and membership retention.
Another crucial area for future research is enhancing communication strategies to support
member retention. This avenue involves examining the impact of comprehensive communication
audits followed by implementing targeted communication strategies. Investigating the influence
of various communication channels and feedback mechanisms on member engagement and
retention is essential. Additionally, the effectiveness of crisis communication frameworks in
maintaining member trust and loyalty during adverse periods warrants exploration. Such research
would significantly advance our understanding of communication as a strategic asset for
membership retention in nonprofit organizations.
The process of cultural integration and its celebration within 501(c)(6) organizations
merits investigation. Studies could explore how aligning communication efforts with
organizational values and celebrating achievements affects organizational culture and member
retention. Case studies of organizations that have effectively integrated these strategies would
elucidate the mechanisms through which such efforts foster a positive work climate and boost
member engagement.
Lastly, the establishment and analysis of key performance indicators (KPIs) for
communication effectiveness, engagement rates, and member retention present a rich research
domain. Future studies should aim to develop and validate models for assessing the impact of
communication strategies on organizational outcomes. This line of inquiry offers evidence-based

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guidelines for nonprofit organizations striving to refine their communication practices to enhance
membership retention.
These recommendations for future research endeavor to deepen the understanding of the
application of organizational change models, notably the Burke-Litwin Model, in augmenting
membership retention in 501(c)(6) nonprofit organizations. By bridging these identified research
gaps, scholars and practitioners can contribute to formulating evidence-based strategies that
promote nonprofit organizations' sustained success and growth amidst a competitive and evolving
landscape.
Conclusion
The strategic implementation of the Burke-Litwin Model within 501(c)(6) nonprofit
organizations offers a transformative pathway to significantly enhance membership retention
through a concerted focus on organizational culture, leadership empowerment, and
communication excellence. By prioritizing initiatives that amplify staff and member voices, foster
professional development, and cultivate a culture of inclusivity and collaboration, nonprofit
executives can align their organizations more closely with their strategic aims and member
expectations. The recommendations outlined serve as a comprehensive blueprint for creating a
dynamic, engaged, and cohesive community, underpinned by a robust organizational culture and
effective communication practices. These efforts not only bolster membership retention but also
position the organization for sustainable growth and resilience in the face of changing external
environments and internal dynamics.
The success of these strategies hinges on their thoughtful integration and the commitment
of organizational leaders to continuous improvement and adaptation. As nonprofit organizations
navigate the complexities of the 21st century, embracing these recommendations will help a more

94
vibrant and engaged membership base, driven by shared values and a collective vision. By
embedding the principles of the Burke-Litwin Model into the fabric of organizational change
efforts, 501(c)(6) nonprofits can use their unique strengths and foster an environment where both
members and staff feel valued, heard, and motivated to contribute to the organization's long-term
success and impact.

95
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Appendix A – Independent Variables
Communication
Organizational Cultural Norms
Staff Communication
1.50 2.00 2.50 3.00 3.50 4.00 4.50
Frequency
25
20
15
10
5
0
Staff Communication

Mean = 3.30

Std. Dev. = .477

N = 82
Organizational Culture
1.50 2.00 2.50 3.00 3.50 4.00
Frequency
12.5
10.0
7.5
5.0
2.5
0.0
Organizational Culture

Mean = 2.69

Std. Dev. = .555

N = 82

103
Staff Professional Development
Staff Opinions on Volunteer Leaders
Staff Professional Development
1.50 2.00 2.50 3.00 3.50 4.00 4.50
Frequency
25
20
15
10
5
0
Staff Professional Development

Mean = 2.94

Std. Dev. = .461

N = 82
Staff/Volunteer Relationship
1.50 2.00 2.50 3.00 3.50 4.00 4.50
Frequency
20
15
10
5
0
Staff/Volunteer Relationship

Mean = 2.80

Std. Dev. = .456

N = 82

104
Appendix B – Historical 5-Year Membership Trend
Historical 5 Year Membership Trend
.50 1.00 1.50 2.00 2.50 3.00 3.50
Frequency
50
40
30
20
10
0
Historical 5 Year Membership Trend

Mean = 2.06

Std. Dev. = .796

N = 81

105
Appendix C – Future Predicted Membership Trend
Future Predicted Membership Trend
.50 1.00 1.50 2.00 2.50 3.00 3.50
Frequency
50
40
30
20
10
0
Future Predicted Membership Trend

Mean = 2.26

Std. Dev. = .75

N = 82

106
Appendix D – Demographics
Age
Frequency Percent Valid Percent
Cumulative
Percent
Valid 25-34 8 9.8 9.8 9.8
35-44 14 17.1 17.1 26.8
45-54 29 35.4 35.4 62.2
55-75 31 37.8 37.8 100.0
Total 82 100.0 100.0
Gender
Frequency Percent Valid Percent
Cumulative
Percent
Valid Male 21 25.6 26.9 26.9
Female 57 69.5 73.1 100.0
Total 78 95.1 100.0
Missing System 4 4.9
Total 82 100.0
Ethnicity
Frequency Percent Valid Percent
Cumulative
Percent
Valid African/African
American
4 4.9 5.0 5.0
Asian/Asian American 2 2.4 2.5 7.5
Hispanic/Latino 6 7.3 7.5 15.0
Middle Eastern 1 1.2 1.3 16.3
White/Caucasian 64 78.0 80.0 96.3
Mixed/Multiple
Ethnicities
3 3.7 3.8 100.0
Total 80 97.6 100.0
Missing System 2 2.4
Total 82 100.0

107
Level of Education
Frequency Percent Valid Percent
Cumulative
Percent
Valid Associates or Below 7 8.5 8.6 8.6
Bachelor’s degree 31 37.8 38.3 46.9
Master’s degree 38 46.3 46.9 93.8
Professional or Doctoral
degree
5 6.1 6.2 100.0
Total 81 98.8 100.0
Missing System 1 1.2
Total 82 100.0
Type of Organization
Frequency Percent Valid Percent
Cumulative
Percent
Valid Professional Association 56 68.3 71.8 71.8
Trade Association 22 26.8 28.2 100.0
Total 78 95.1 100.0
Missing System 4 4.9
Total 82 100.0
Position at Organization
Frequency Percent Valid Percent
Cumulative
Percent
Valid Manager/Sr. Manager 16 19.5 19.5 19.5
Director/Sr. Director 21 25.6 25.6 45.1
Vice President 14 17.1 17.1 62.2
CFO, COO, or EVP 10 12.2 12.2 74.4
CEO/ED 21 25.6 25.6 100.0
Total 82 100.0 100.0
Time at Organization
Frequency Percent Valid Percent
Cumulative
Percent
Valid Less than 5 years 35 42.7 42.7 42.7
6-10 years 24 29.3 29.3 72.0
11-15 years 11 13.4 13.4 85.4
16 or more years 12 14.6 14.6 100.0
Total 82 100.0 100.0

108
Time in Nonprofit Profession
Frequency Percent Valid Percent
Cumulative
Percent
Valid Less than 10 years 17 20.7 20.7 20.7
11-15 years 21 25.6 25.6 46.3
16-20 years 15 18.3 18.3 64.6
More than 20 years 29 35.4 35.4 100.0
Total 82 100.0 100.0

109
Appendix E – Survey
All questions are formatted for the respondent to answer, “On a scale of strongly agree to strongly
disagree, to what extent do you agree with the statement.”
Question Response options Scale RQ
1. "My organization has a strong protocol in place to
ensure staff are welcome and included in the company
culture."
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ1
2. "A staff cultural norm within my organization has
positively impacted member retention."
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ1
3. "My organization effectively manages conflicts that
arise between individual differences among staff and its
members."
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ1
4. "There are ways in which my organization's cultural
norms could be improved to better retain members from
diverse backgrounds."
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ1
5. "Organizational cultural norms impact staff efforts in
retaining members."
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ1
6. "Effective staff communication within the
organization leads to better retention of members."
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ2
7. "Staff communication breakdowns have negatively
impacted member retention."
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ2
8. "My organization implements effective strategies to
support transparent communication between staff and
members."
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ2
9. “Improving staff communication could enhance
member retention.”
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ2
10. “Staff communication practices within my
organization directly influences member retention.”
Strongly Agree
Agree
4
3 RQ2

110
Question Response options Scale RQ
Disagree
Strongly Disagree
2
1
11. “My organization invests in staff professional
development about member retention.”
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ3
12. “My organization believes that supporting staff
professional development positively impacts member
retention.”
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ3
13. “My organization believes external staff training and
development opportunities positively impact the ability
to retain members.”
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ3
14. "Investing in staff professional development can help
address challenges in member retention.”
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ3
15. "Staff professional development focused on member
retention will benefit my organization.”
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ3
16. "Staff perceptions of volunteer member leaders have
a significant impact on the retention of members.”
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ4
17. "Staff opinions about a volunteer member leader can
significantly impact member retention."
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ4
18. “My organization takes steps to ensure staff feels
comfortable working with volunteer member leaders.”
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ4
19. "My organization effectively addresses any negative
opinions staff may have about volunteer member
leaders.”
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ4
20. “Staff members' impressions about volunteer member
leader engagement in member retention are valued in my
organization.”
Strongly Agree
Agree
Disagree
Strongly Disagree
4
3
2
1 RQ4

111
The following questions are intended to align responses to staff demographics to see if there are
trends aligned to staff tenure, staff position within the organization, organization focus area, or
other demographics self-reported by respondents.
Question Response options
21. How long have you worked in the
field of nonprofit management?
Less than 5 years
6 – 10 years
11 – 15 years
16 – 20 years
More than 20 years
22. What is your current staff position or
level?
Manager or Sr. Manager
Director or Sr. Director
Vice President
CFO, COO, EVP
CEO/Executive Director
23. How would you classify your current
nonprofit type?
Chamber of Commerce (local, state, or national)
Business League
Professional Association
Real Estate Board
Tourism/Hospitality Promotion Organization
Trade Association
24. Which of the following statements
best represents the historical 5-year trend
in membership at your current nonprofit.
Membership has been declining.
Membership has been flat.
Membership has been increasing.
25. Which of the following statements
best represents the predicted membership
trend at your current nonprofit.
Membership will be declining.
Membership will be flat.
Membership will be increasing.
26. How long have your worked for your
current nonprofit?
Less than 5 years
6 – 10 years
11 – 15 years
16 – 20 years
More than 20 years

112
Appendix F – Survey Information Sheet
University of Southern California Information Sheet
My name is Diane Enos, and I am a doctoral candidate student at the University of
Southern California. I have worked in the association nonprofit space for over 20 years having
served in roles from manager up through an executive. I currently also hold a role as the
Executive Director of the American Society for Metabolic and Bariatric Surgery (ASMBS).
I am conducting a research study to investigate how factors like communication, organizational
culture, staff training, and staff views on volunteer leaders affect member retention in boarddriven nonprofits. The name of this research study is “Looking Through the Staff Lens:
Membership Retention Strategies in 501c6 Nonprofit Organizations.” I am seeking your
participation in this study.
Your participation is completely voluntary. To uphold the privacy and confidentiality of
participants, all data collected will be fully anonymous with no identifiers of organizational
affiliation.
You may be eligible to participate in this study if you meet the following criteria:
1. You are full-time professional staff at a 501c6 nonprofit organization for at least two
years.
2. You are over 18 years old.
If you decide to participate in this study, you will be asked to do complete an online
survey for a maximum of 5-10 minutes.
I will publish the results in my dissertation. Participants will not be identified in the
results. I will take reasonable measures to protect the security of all your personal information.

113
All data will be deidentified prior to any publication or presentations. I may share your data, deidentified with other researchers in the future.
If you have any questions about this study, please contact me: dmenos@usc.edu If you
have any questions about your rights as a research participant, please contact the University of
Southern California Institutional Review Board at (323) 442-0114 or email hrpp@usc.edu.

Abstract (if available)

Abstract This research delves into the critical issue of declining membership retention rates in 501(c)(6) nonprofit organizations. The study is grounded in the Burke-Litwin Causal Model of Organizational Performance and Change, employing a quantitative, correlational methodology to explore how staff perceptions of organizational cultural norms, communication, professional development, and opinions on volunteer leadership influence member retention. Through a comprehensive online survey of nonprofit staff, the study aimed to provide actionable insights into reversing the trend of declining memberships by realigning organizational practices with member expectations.

Key findings highlight significant correlations between staff communication, organizational cultural norms, professional development, and perceptions of volunteer leadership with member retention rates. The data suggests improving internal communication, fostering a supportive organizational culture, investing in staff development, and enhancing the effectiveness of volunteer leadership may positively impact membership retention. These findings are particularly relevant for nonprofit leaders seeking strategies to maintain and grow their membership base in a competitive and evolving landscape.

The implications of this research underscore the importance of strategic internal practices in sustaining nonprofit organizations. The researcher recommends strengthening organizational culture through staff-centric initiatives, empowering leadership, enhancing communication strategies, and embracing a continuous learning approach for staff development as critical pathways to bolstering member retention. This study not only fills a gap in the literature on nonprofit membership retention but also offers practical strategies for nonprofit leaders to enhance organizational resilience and effectiveness in fulfilling their missions.

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Asset Metadata

Creator Enos, Diane Marie (author)

Core Title Looking through the staff lens: membership retention strategies in 501c6 nonprofit organizations

School Rossier School of Education

Degree Doctor of Education

Degree Program Organizational Change and Leadership (On Line)

Degree Conferral Date 2024-05

Publication Date 03/27/2024

Defense Date 03/22/2024

Publisher Los Angeles, California (original), University of Southern California (original), University of Southern California. Libraries (digital)

Tag association,employee,employer,Membership,nonprofit,OAI-PMH Harvest,retention,staff

Format theses (aat)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Hocevar, Dennis (committee chair), Gill, Sandra (committee member), Picus, Lawrence (committee member)

Creator Email dmenos@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC113858375

Unique identifier UC113858375

Identifier etd-EnosDianeM-12719.pdf (filename)

Legacy Identifier etd-EnosDianeM-12719

Document Type Dissertation

Format theses (aat)

Rights Enos, Diane Marie

Internet Media Type application/pdf

Type texts

Source 20240327-usctheses-batch-1131 (batch), University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

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Repository Name University of Southern California Digital Library

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