Understanding job satisfaction and burnout in nonprofits

Abstract

In recent years, there has been an acute need in nonprofit organizations to better understand what affects employee job satisfaction and burnout and to bolster employee morale and retention. This study analyzes survey data from 239 employees at two community service nonprofits headquartered in Connecticut, using hierarchical regression modeling to explore the impact of managerial responsibilities, perceived supervisor support, and effective organizational communication through the lens of invisible labor. The findings reveal that managerial responsibilities significantly increase burnout; however, effective communication from upper management can partially mitigate this effect. In addition, the study finds that different factors drive job satisfaction and burnout: effective organizational communication is crucial for increasing job satisfaction, while managerial responsibilities predominantly drive burnout. These results highlight the importance of strategic organizational communication in enhancing employee satisfaction and retention, offering critical insights for nonprofit leadership to foster a supportive work environment.