Different types of nonprofit organizations including human service nonprofits like homeless shelters, public broadcasting organizations, and the like thrive on donations. Effective fundraising techniques are essential to a nonprofit’s existence. This research study explored a revised theory of planned behavior to include guilt and convenience in order to understand whether these factors are important in donors’ intentions to give. This study also examined the impact of two different kinds of guilt; anticipated guilt and existential guilt to determine if there was any difference between the types of guilt and the roles that they play as predicting factors in a revised TPB model. This study also explored how human service nonprofits and public broadcasting organizations compare in the factors that help better predict their donating intentions. An online survey was administered to a convenience sample, and hierarchical regression analysis was used to determine significant predicting factors within each revised TPB model. This study confirmed that the standard theory of planned behavior model was a significant predictor of intentions to donate for donors of both human service nonprofits and public broadcasting organizations. However, in both contexts, not all traditional factors of the TPB model contributed to the donation intentions. This study also provides further evidence that guilt can increase the predictive value of the standard TPB model for both types of nonprofits. Anticipated guilt more specifically, was a significant predicting factor for donors’ intentions to give to public broadcasting organizations. In contrast, convenience did not affect the explanatory power of the TPB model in either context. The TPB models for the two nonprofits are compared and theoretical and practical explanations are discussed.

The purpose of this study was to determine the impact of private funds on selected Texas public institutions of higher education by identifying and comparing the specific ways these institutions are affected by private funds. Conclusions: 1. Private contributions to institutions of higher education will continue to increase in the immediate future. 2. Private contributions to public institutions of higher education come from a variety of sources. 3. Private contributions make a greater impact on programs and projects involving people rather than on buildings and equipment in public institutions of higher education. 4. Future uses of private money in public institutions of higher education also appear to be related to people rather than to capital spending. 5. Public institutions of higher education in Texas will depend upon private funds to a greater extent in the foreseeable future.

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This national study developed a descriptive data base for the characteristics, functions, leader behaviors, and effectiveness ratings of development officers who belong to the National Council for Resource Development. These data were examined with respect to their relationship to institutional size, community wealth, size of staff, and age of the foundations. Twelve percent of these development officers were minorities and 43 percent were female. The mean age of the development officers was 44 years and more than 30 percent held doctoral degrees. Their graduate majors clustered in four disciplines, while their graduate degrees were overwhelmingly in education. They reported little previous experience in development work, though most prior work experience had been in the field of education. Nearly 70 percent reported directly to the presidents of their institutions. Almost 92 percent of these institutions were found to have foundations and more than half of these foundations were less than five years old. Development officers indicated that the functional area of greatest importance and the one for which they had the greatest responsibility was that of program planning. Two of the most important program planning functions were those of: (a) identifying funding sources, and (b) cultivating potential funding sources. Yet, the functional area of least importance and the one for which development officers reported the least responsibility, was that of fund raising. This finding was partially explained by the artificial grouping of the functions and by the fact that most development officers reported sharing rather than carrying primary responsibility for the fund raising functions. Development officers rated high on both the task-oriented and on the person-oriented dimensions of the leadership scale. They were rated by their supervisors as high in overall effectiveness. They were also rated as effective in both fund raising and in "friend raising." Younger development officers were perceived as more effective than their older counterparts. No other relationships were found between characteristics, leader behaviors, functions, effectiveness, and situational differences among institutions. lmplications for these findings include pre-service and in-service education as well as use in the selection and the evaluation of development officers. / Ed. D.

The purpose of the study was to determine whether effective (high-performing) and less effective (low-performing) foundations differ significantly in their organizational and operational characteristics. As a result of this study, the following questions were answered: (a) What are the organizational and operational characteristics of high- and low-performing foundations? (b) How do high- and low-performing foundations differ in organizational and operational characteristics? A survey was completed of a random sample of 400 presidents of public community, technical, and junior colleges to identify those colleges with affiliated non-profit foundations. Of the 400 colleges surveyed, 374 (93.5%) responded and 290 (77.5%) reported having a nonprofit foundation. Of the 290, 270 usable surveys were used to develop a mailing for the second survey. / Ed. D. / incomplete_metadata

The purpose of this study was to examine and describe practices and procedures pertaining to the acquisition of revenue from fundraising activities in North Carolina public high schools. The review of literature examined the general state statutes, local board of education policies, significant court decisions, and recent research findings regarding fundraising activities. A survey questionnaire was developed and field tested through a pilot study sample. The study population included 275 North Carolina public high schools having a 9-12 or 10-12 grade-level organizational pattern. Principals returned 213 ( 78%) of the 275 questionnaires. Data collected from the questionnaires were analyzed, summarized, and compared according to the type of administrative unit, pupil enrollment, and per pupil expenditure of the responding schools. Data were presented in narrative form, and tables were developed to array the raw data. Major findings of the study were: 1. In compliance with state statutes, a majority of North Carolina school districts and public high schools have adopted various regulations which monitor fund raising activities and revenue acquired from these activities. 2. Ninety-nine percent of all public high schools in North Carolina conduct fundraising activities. A large amount of revenue is acquired by these schools from the sales of candy, school pictures, magazines, and numerous other products as well as from admission charges to a variety of school sponsored events. 3. A majority of students in North Carolina public high schools participate in fundraising activities. 4. Public high school principals in North Carolina consider fundraising activities most important in order to finance current extracurricular student activity programs. 5. The local school principal has the primary responsibility for planning, managing, and monitoring the acquisition of revenue from fundraising activities regardless of the type of administrative unit (location), pupil enrollment (size), and the per pupil expenditure of the school. Conclusions and recommendations based on the findings of the study were developed. / Ed. D.

This project developed a resource development plan for the Department of Communication Studies at California State University, San Bernardino. It employs research in organizational communication and applies the theory of organizational identification to the relationship / donor aspect of the program. It also covers research in the field of organizational identification and its relevance to college alumni.