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Browsing by Author "Bergdoll, Jonathan J."
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Item Giving Voice beyond Her Vote: How Women Used Charitable Giving to Create Social Change after the 2016 U.S. Presidential Election(De Gruyter, 2020-07) Mesch, Debra J.; Osili, Una O.; Bergdoll, Jonathan J.; Skidmore, Tessa B.; Ackerman, Jacqueline E.; Han, Xiao; Lilly Family School of PhilanthropyThis study fills a gap in research on the philanthropic outcomes of political events. More specifically, it provides empirical evidence to supplement anecdotal reports that nonprofit organizations experienced a substantial increase in donations following the 2016 U.S. presidential election. Based on daily transaction data from an online giving platform, the study uses random-effect panel Ordinary Least Squares models to examine whether and how charitable giving patterns changed after Election Day 2016. Overall, our analyses show no evidence of increased giving due to the election; however, gender differences are apparent. Women donated in greater amounts than men following Election Day, and they appear to have targeted relevant progressive charities with their giving.Item Turnover intention and job tenure of US fundraisers(Wiley, 2022) Shaker, Genevieve G.; Rooney, Patrick M.; Nathan, Sarah K.; Bergdoll, Jonathan J.; Tempel, Eugene R.Fundraisers secure financial resources that organizations need to achieve their missions. Raising money, particularly large gifts, can follow years of relationship building with individual donors. When fundraisers leave these efforts can be set back substantially, making fundraiser turnover particularly worrisome and worthy of exploration. This analysis addressed the issue with US survey data (n = 1663) and examinination of three research questions. What are the job tenure and intent to leave of fundraisers? How is fundraiser job tenure affected by intent to leave? What relationships do job tenure and intent to leave have with fundraisers' individual demographics, position attributes, and organizational characteristics? We found that the study participants had current mean job tenures of 3.6 years (median = 2 years) and mean tenures across their fundraising jobs of 3.9 years (median = 3 years). Twenty percent intended to leave their organization and 7% intended to leave fundraising within the next year. Of the tested variables, salary consistently had the largest effects and was the most significant. Older and more experienced fundraisers had longer tenures. The study provides nuanced information about fundraisers' job-related behaviors, includes careful attention to theory and related research, and presents specific ideas for organizational interventions for increasing fundraiser tenure.