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“…total remuneration package that is relevant to the local market but includes broadly similar offerings across the countries where Oxfam operates.”
(Pinho et al., 2014, p. 32) From the above, we can deduce that the following are some of the variables operative in the HR dynamics within the organisation:
Table 4-2: Variables influencing HR dynamics in the organisation
Salaries
Attractiveness of work environment Worker commitment
Quality of work output Funding available for salaries Attrition
Qualified workers
We shall discuss the feedback structure created by these variables in the following chapter.
131
Accountability: is closely linked to the public’s perception of the organisation as credible and transparent:
“Transparency and accountability are some of the driving factors around Oxfam sustainability. The credibility it derives from the impact it makes is a major factor and contributor in my opinion…and of course you then have the issues of transparency and accountability.” (Int.1)
Public recognition: is based on how popular the Oxfam brand or organisation is perceived by the public because “even though we (Oxfam) are not a profitable organisation, we are a brand as well.” (Int.6), while consensus with regard to brand building in South Africa was that “Oxfam will still need to do a lot in brand building.”
(Int.1)
Funding: or the financial resources received by the non-profit is directly influenced by all the factors described above as substantiated by the following quote:
“Because we want to still be getting money, but we can only be getting money if we are doing the business well. So it forces us to raise the bar in terms of how we deliver the results and how we report back.” (Int.5)
In this case, how they “deliver the results and report back” can be interpreted as the extent to which the organisation is transparent and accountable with the funding or donations they receive.
Perception of Prosperity: The reputation of Oxfam as a well known international NPO contributed to it being perceived as automatically and undeniably “prosperous” or financially well-off. However, this perception contributes to less funding from donors and the public, because they believe that the organisation does not require their assistance and financial support.
“If I approach any person and say ‘Oxfam would like you to support them with money or with your skills’, they look at me like Oxfam doesn’t need that. Oxfam comes from a very rich country, so why would they want such help in South Africa?…So the name itself makes it a challenge for Oxfam to look internally, in South Africa for any form of sustainability, when it comes to resources.” (Int.3)
132 The Oxfam GB Partnership Policy reiterates that this sense of accountability is not only between Oxfam and its donors, but should also exist between Oxfam affiliates and those whom they provide assistance to, and vice versa. The essence of this striving towards accountability, transparency and credibility is driven by the effective management of financial resources given to Oxfam by its donors.
“All parties involved in the partnership recognise the need to be accountable to people experiencing poverty or affected by disaster and to other stakeholders including donors and governments…Oxfam GB and partners are serious about the importance of good financial management, as we hold in trust money given by others in good faith, and for which we are jointly responsible. Genuine mutual accountability is rooted in an understanding and recognition of the diversity of resources brought to the relationship.”
(Dyson & Chang, 2005, p. 5) Oxfam’s commitment to accountability and transparency is also entrenched in it’s Strategic Plan for the next six years (Oxfam Strategic Plan 2013-19), which again emphasises their dedication to be consistently accountable to the public, government donors, the communities they assist and institutional funders:
“Oxfam takes the stewardship for the public monies entrusted to us very seriously, whether from the public or governments. We will continue to strengthen accountability to all stakeholders, the communities we work with, the donating public and institutional funders.”
(Coyle, 2000, p. 20) Oxfam as a confederation of international affiliates engaging with donors, partners and communities around the globe see accountability and transparency to all these stakeholders as an effort to not only create balance and synergies between such stakeholders, but also as an indication to them that they are respected and acknowledged for their contribution to the Oxfam Confederation.
“Oxfam is primarily accountable to people living in poverty but we take our accountability to all stakeholders seriously, and we strive continously to balance
133 the needs of different stakeholders. These include partners and allies, staff and volunteers, donors and supporters, coalitions and alliances, suppliers, governments, the private sector, academic institutions and the wider public. We believe that stakeholder engagement and feedback can inform our work and bolster our efforts towards greater impact and efficiency.”
(Nuthmann, 1994, p. 57) Thus, the following variables can be identified as being influential in the Credibility dynamics in the organisation:
Table 4-3: Variables influencing Credibility dynamics
Credibility
Public Recognition Funding
Accountability Transparency