Robert D Herman
Biographic Data
| ID | 86104 |
|---|---|
| NAME | Robert D Herman |
| GIVEN NAMES | Robert D |
| FAMILY NAME | Herman |
| SIGNATURE | HERMAN R D |
| AFFILIATIONS | University of Missouri–Kansas City |
| ORCID | 0000-0002-1682-9572 |
| VERIFIED | Yes |
| TOTAL WORKS | 24 |
| TOTAL CITATIONS | 44 |
| WORKS AS AUTHOR | 23 |
| WORKS AS EDITOR | 1 |
| FIRST PUBLICATION YEAR | 1955 |
| LATEST PUBLICATION YEAR | 2016 |
| H-INDEX | 3 |
The Jossey&;#x02010;Bass Handbook of Nonprofit Leadership and Management
Are Public Service Nonprofit Boards Meeting Their Responsibilities
Public service nonprofit organizations have long been “partners” in the delivery of public services. Such nonprofit organizations are governed by boards, typically composed of citizen volunteers, that are expected to meet substantial standards of accountability and performance. Previous research has raised questions about how well such boards are meeting their responsibilities. A 2007 Urban Institute study, based on the first large representative…
Readers’ Perceptions of Philanthropy and Nonprofit Management Journals
This article describes the results of a survey conducted via e-mail of readers of the three leading generalist, peerreviewed scholarly journals in the field of nonprofit sector studies:Nonprofit Management and Leadership, Nonprofit and Voluntary Sector Quarterly , andVoluntas. The composition of the sample of respondents suggests that the readers of the journals include a substantial number of people relatively new to the field. Most identify the…
Doing Things Right
This study investigates whether nonprofit organizational effectiveness is judged consistently by differing constituencies and whether changes in board effectiveness and overall organizational effectiveness (judged by differing constituencies) are the result of changes in the use of practices regarded as the “right way” to manage. The results show that different constituencies judged the effectiveness of nonprofit organizations differently, at bot…
Donor Reactions to Commercial Activities of Nonprofit Organizations
This paper raises two questions. Do donors to nonprofit organizations care about whether nonprofit organizations pursue commercial activities? Do donors more approve commercial activities that are related to or advance the mission of a nonprofit organization than those commercial activities that do not? The paper uses data collected from donors and volunteers with one human services nonprofit organization in the United States. The principal concl…
Board Practices of Especially Effective and Less Effective Local Nonprofit Organizations
This study reviews evidence in support of the hypothesis that nonprofit organizations’effectiveness is related to the effectiveness of their boards of directors. It also asks whether various recommended board practices and processes affect board effectiveness. The study focuses on a subset of especially effective and less effective nonprofit organizations from a larger sample. The results show that the especially effective organizations (as judge…
Effective Ministerial Leadership
Ministers of local congregations are in positions somewhat similar to the chief executives of other local nonprofit organizations, except that ministers are also expected to respond to the specifically religious needs of their congregants. In this article we assess how especially effective ministers in one denomination differ from less effective ministers in both general leadership skills and specifically religious leadership skills. The especial…
Theses on Nonprofit Organizational Effectiveness
This article draws from the general literature on organizational effectiveness and the specialized literature on nonprofit organizational effectiveness to advance six theses about the effectiveness of public benefit charitable nonprofit organizations (NPOs). (a) Non-profit organizational effectiveness is always a matter of comparison. (b) Nonprofit organizational effectiveness is multidimensional and will never be reducible to a single measure. (…
Researching non-profit organisational effectiveness
We appreciate the interest of Osborne and Tricker in our work on a factorial survey approach to the study of the social construction of non-profit organisational effectiveness. We welcome this opportunity to respond to their appraisal of our work, and to further the debate about conceptualising and researching the complex issue of non-profit organisational effectiveness. In their response to our recent paper, Osborne and Tricker take issue with o…
A cross-national study of a method for researching non-profit organisational effectiveness
Are there criteria that define non-profit organisation effectiveness? If the criteria can be identified, is it possible to use them in a comparative study to assess whether and in what way the use of the criteria may vary between nations? This study addresses both questions. The study uses the factorial survey method and is based on the social constructionist conception that effectiveness is created as an ongoing and sometimes contested outcome o…
An Investigation of Leadership Skill Differences in Chief Executives of Nonprofit Organizations
The increasing recognition of the public nature of nonprofit organizations and the changing relationships between governments and nonprofit organizations provide the context for, and underline the importance of, understanding effective executive leadership in such organizations. A study of 50 nonprofit organization chief executives revealed that reputationally effective executives engaged in more reported leadership behaviors in relationship to t…
The Salient Management Skills
As the definition of public affairs and administration expands to encompass nonprofit organizations and as more university programs in public administration begin to develop curricula in nonprofit organization management, questions of what such curricula should include have become increasingly important. Based on a program of research on nonprofit management skills, the questions that have been raised about appropriate curricula are reviewed, the…
Gender and the attributions of chief executive responsibility for successful or unsuccessful organizational outcomes
Turnover Among Nonprofit Chief Executives
This article presents the results of a small-scale study of turnover among nonprofit chief executives. Based on questionnaire responses from twenty-eight individuals who had recently left a chief executive position, the study provides initial descrip tive data on reasons former nonprofit chief executives give for leaving, on the perceived importance of pay in their decisions to leave, on sector of subsequent employment and intention to continue t…
Board-Staff Relations and Perceived Effectiveness in Nonprofit Organizations
Boards of directors perform both internal and external functions. After reviewing research on the external function, this paper reports the results of an empirical study of the internal role. Based upon responses from 142 people in seven private nonprofit organizations the study finds that: (1) participants experience less actual influence than they think they should have; (2) board members' influence is posi tively related to the frequency of bo…
Social Action Organization Participation and Personal Change in the Poor
In Part I (Herman, 1982) evidence bearing on the hypothesis that participation by the poor in social action organizations results in personal change was reviewed and found to be inconsistent and open to diverse Interpretations. In Part I It was observed that not all socizi action organizations are al ike and, thus, that participation is also of varied kinds and extents and may have different consequences for personal change. A typology of social …
Social Action Organization Participation and Personal Change in the Poor
Evidence bearing on the hypothesis that participation by the poor in social action organizations results in personal change is inconsistent and open to diverse interpretations. This paper first reviews that evidence and then takes the first step toward a substantive reconciliation of the apparently inconsistent evidence - the development of a typology of social action organization forms. The typology, which is derived from the literature on pover…
Gamblers and Gambling
Gamblers and Gambling
Voluntary Organization Participation and Personality Change in the Poor
Philosophy, Sociology and the Theory of Social Welfare
In this paper I want to explore and 2begin to elucidate a fundamental problem in social welfare theory. The problem centers on the conception of the relation between individuals and social structure. Before proceeding with this task, it is important to note the senses in which the term "social welfare" will be used. The term has two basic senses, deriving from two more or less distinct intellectual traditions. In one sense the term refers to the …
Anti-Poverty Policies and Evaluation
Excerpt from the full-text article: The beginnings of U.S. federal evaluation research can, in descriptive historical terms, be located in McNamara's Department of Defense and the later requirement that all federal government agencies adopt a Planning, Programming, Budgeting System. While the formal PPB system was discontinued in 1971, the analytical or policy evaluation activities it required, still live on, especially in agencies dealing with h…
Criminality and Legal Order
The "Going Steady" Complex
Board Practices of Especially Effective and Less Effective Local Nonprofit Organizations
This study reviews evidence in support of the hypothesis that nonprofit organizations’effectiveness is related to the effectiveness of their boards of directors. It also asks whether various recommended board practices and processes affect board effectiveness. The study focuses on a subset of especially effective and less effective nonprofit organizations from a larger sample. The results show that the especially effective organizations (as judge…
A cross-national study of a method for researching non-profit organisational effectiveness
Are there criteria that define non-profit organisation effectiveness? If the criteria can be identified, is it possible to use them in a comparative study to assess whether and in what way the use of the criteria may vary between nations? This study addresses both questions. The study uses the factorial survey method and is based on the social constructionist conception that effectiveness is created as an ongoing and sometimes contested outcome o…
Donor Reactions to Commercial Activities of Nonprofit Organizations
This paper raises two questions. Do donors to nonprofit organizations care about whether nonprofit organizations pursue commercial activities? Do donors more approve commercial activities that are related to or advance the mission of a nonprofit organization than those commercial activities that do not? The paper uses data collected from donors and volunteers with one human services nonprofit organization in the United States. The principal concl…
Readers’ Perceptions of Philanthropy and Nonprofit Management Journals
This article describes the results of a survey conducted via e-mail of readers of the three leading generalist, peerreviewed scholarly journals in the field of nonprofit sector studies:Nonprofit Management and Leadership, Nonprofit and Voluntary Sector Quarterly , andVoluntas. The composition of the sample of respondents suggests that the readers of the journals include a substantial number of people relatively new to the field. Most identify the…
Researching non-profit organisational effectiveness
We appreciate the interest of Osborne and Tricker in our work on a factorial survey approach to the study of the social construction of non-profit organisational effectiveness. We welcome this opportunity to respond to their appraisal of our work, and to further the debate about conceptualising and researching the complex issue of non-profit organisational effectiveness. In their response to our recent paper, Osborne and Tricker take issue with o…
An Investigation of Leadership Skill Differences in Chief Executives of Nonprofit Organizations
The increasing recognition of the public nature of nonprofit organizations and the changing relationships between governments and nonprofit organizations provide the context for, and underline the importance of, understanding effective executive leadership in such organizations. A study of 50 nonprofit organization chief executives revealed that reputationally effective executives engaged in more reported leadership behaviors in relationship to t…
The Salient Management Skills
As the definition of public affairs and administration expands to encompass nonprofit organizations and as more university programs in public administration begin to develop curricula in nonprofit organization management, questions of what such curricula should include have become increasingly important. Based on a program of research on nonprofit management skills, the questions that have been raised about appropriate curricula are reviewed, the…
Gender and the attributions of chief executive responsibility for successful or unsuccessful organizational outcomes
Philosophy, Sociology and the Theory of Social Welfare
In this paper I want to explore and 2begin to elucidate a fundamental problem in social welfare theory. The problem centers on the conception of the relation between individuals and social structure. Before proceeding with this task, it is important to note the senses in which the term "social welfare" will be used. The term has two basic senses, deriving from two more or less distinct intellectual traditions. In one sense the term refers to the …
The "Going Steady" Complex
Criminality and Legal Order
Anti-Poverty Policies and Evaluation
Excerpt from the full-text article: The beginnings of U.S. federal evaluation research can, in descriptive historical terms, be located in McNamara's Department of Defense and the later requirement that all federal government agencies adopt a Planning, Programming, Budgeting System. While the formal PPB system was discontinued in 1971, the analytical or policy evaluation activities it required, still live on, especially in agencies dealing with h…
Voluntary Organization Participation and Personality Change in the Poor
Philosophy, Sociology and the Theory of Social Welfare
In this paper I want to explore and 2begin to elucidate a fundamental problem in social welfare theory. The problem centers on the conception of the relation between individuals and social structure. Before proceeding with this task, it is important to note the senses in which the term "social welfare" will be used. The term has two basic senses, deriving from two more or less distinct intellectual traditions. In one sense the term refers to the …
Gamblers and Gambling
Gamblers and Gambling
Social Action Organization Participation and Personal Change in the Poor
Evidence bearing on the hypothesis that participation by the poor in social action organizations results in personal change is inconsistent and open to diverse interpretations. This paper first reviews that evidence and then takes the first step toward a substantive reconciliation of the apparently inconsistent evidence - the development of a typology of social action organization forms. The typology, which is derived from the literature on pover…
Social Action Organization Participation and Personal Change in the Poor
In Part I (Herman, 1982) evidence bearing on the hypothesis that participation by the poor in social action organizations results in personal change was reviewed and found to be inconsistent and open to diverse Interpretations. In Part I It was observed that not all socizi action organizations are al ike and, thus, that participation is also of varied kinds and extents and may have different consequences for personal change. A typology of social …
Board-Staff Relations and Perceived Effectiveness in Nonprofit Organizations
Boards of directors perform both internal and external functions. After reviewing research on the external function, this paper reports the results of an empirical study of the internal role. Based upon responses from 142 people in seven private nonprofit organizations the study finds that: (1) participants experience less actual influence than they think they should have; (2) board members' influence is posi tively related to the frequency of bo…
Turnover Among Nonprofit Chief Executives
This article presents the results of a small-scale study of turnover among nonprofit chief executives. Based on questionnaire responses from twenty-eight individuals who had recently left a chief executive position, the study provides initial descrip tive data on reasons former nonprofit chief executives give for leaving, on the perceived importance of pay in their decisions to leave, on sector of subsequent employment and intention to continue t…
Gender and the attributions of chief executive responsibility for successful or unsuccessful organizational outcomes
The Salient Management Skills
As the definition of public affairs and administration expands to encompass nonprofit organizations and as more university programs in public administration begin to develop curricula in nonprofit organization management, questions of what such curricula should include have become increasingly important. Based on a program of research on nonprofit management skills, the questions that have been raised about appropriate curricula are reviewed, the…
An Investigation of Leadership Skill Differences in Chief Executives of Nonprofit Organizations
The increasing recognition of the public nature of nonprofit organizations and the changing relationships between governments and nonprofit organizations provide the context for, and underline the importance of, understanding effective executive leadership in such organizations. A study of 50 nonprofit organization chief executives revealed that reputationally effective executives engaged in more reported leadership behaviors in relationship to t…
A cross-national study of a method for researching non-profit organisational effectiveness
Are there criteria that define non-profit organisation effectiveness? If the criteria can be identified, is it possible to use them in a comparative study to assess whether and in what way the use of the criteria may vary between nations? This study addresses both questions. The study uses the factorial survey method and is based on the social constructionist conception that effectiveness is created as an ongoing and sometimes contested outcome o…
Researching non-profit organisational effectiveness
We appreciate the interest of Osborne and Tricker in our work on a factorial survey approach to the study of the social construction of non-profit organisational effectiveness. We welcome this opportunity to respond to their appraisal of our work, and to further the debate about conceptualising and researching the complex issue of non-profit organisational effectiveness. In their response to our recent paper, Osborne and Tricker take issue with o…
Effective Ministerial Leadership
Ministers of local congregations are in positions somewhat similar to the chief executives of other local nonprofit organizations, except that ministers are also expected to respond to the specifically religious needs of their congregants. In this article we assess how especially effective ministers in one denomination differ from less effective ministers in both general leadership skills and specifically religious leadership skills. The especial…
Theses on Nonprofit Organizational Effectiveness
This article draws from the general literature on organizational effectiveness and the specialized literature on nonprofit organizational effectiveness to advance six theses about the effectiveness of public benefit charitable nonprofit organizations (NPOs). (a) Non-profit organizational effectiveness is always a matter of comparison. (b) Nonprofit organizational effectiveness is multidimensional and will never be reducible to a single measure. (…
Board Practices of Especially Effective and Less Effective Local Nonprofit Organizations
This study reviews evidence in support of the hypothesis that nonprofit organizations’effectiveness is related to the effectiveness of their boards of directors. It also asks whether various recommended board practices and processes affect board effectiveness. The study focuses on a subset of especially effective and less effective nonprofit organizations from a larger sample. The results show that the especially effective organizations (as judge…
Donor Reactions to Commercial Activities of Nonprofit Organizations
This paper raises two questions. Do donors to nonprofit organizations care about whether nonprofit organizations pursue commercial activities? Do donors more approve commercial activities that are related to or advance the mission of a nonprofit organization than those commercial activities that do not? The paper uses data collected from donors and volunteers with one human services nonprofit organization in the United States. The principal concl…
Readers’ Perceptions of Philanthropy and Nonprofit Management Journals
This article describes the results of a survey conducted via e-mail of readers of the three leading generalist, peerreviewed scholarly journals in the field of nonprofit sector studies:Nonprofit Management and Leadership, Nonprofit and Voluntary Sector Quarterly , andVoluntas. The composition of the sample of respondents suggests that the readers of the journals include a substantial number of people relatively new to the field. Most identify the…
Doing Things Right
This study investigates whether nonprofit organizational effectiveness is judged consistently by differing constituencies and whether changes in board effectiveness and overall organizational effectiveness (judged by differing constituencies) are the result of changes in the use of practices regarded as the “right way” to manage. The results show that different constituencies judged the effectiveness of nonprofit organizations differently, at bot…
Are Public Service Nonprofit Boards Meeting Their Responsibilities
Public service nonprofit organizations have long been “partners” in the delivery of public services. Such nonprofit organizations are governed by boards, typically composed of citizen volunteers, that are expected to meet substantial standards of accountability and performance. Previous research has raised questions about how well such boards are meeting their responsibilities. A 2007 Urban Institute study, based on the first large representative…
The Jossey&;#x02010;Bass Handbook of Nonprofit Leadership and Management
Political science (17 works) · Nonprofit Sector and Volunteering (14 works) · Public relations (14 works) · Psychology (11 works) · Sociology (11 works) · Business (10 works) · Economics (10 works) · Nonprofit organization (8 works) · Public Policy and Administration Research (8 works) · Management (7 works)