Ermanno Tortia

Prof. Ermanno Tortia

Department of Economics and Management, University of Trento, 38122 Trento, Italy
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Research Focus & Metrics

Academic Career Length

24Years (2003-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

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1 June 2006 in Nonprofit and Voluntary Sector Quarterly
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CBCarlo Borzaga
Carlo Borzaga
Ermanno TortiaErmanno Tortia
Ermanno Tortia
Exploiting a unique data set created in 1999 on a sample of 228 public, nonprofit, and for-profit organizations operating in the social service sector, and on 2,066 workers, the article tests whether workers’ satisfaction and loyalty to the organization is influenced by workers’ motivations and by the incentive mixes offered by different organizational forms. As for satisfaction, intrinsic and relational attitudes toward work exert the greatest influence, whereas workers motivated by economic interests are less satisfied. As for loyalty to the organization, satisfaction with economic and process-related aspects of the job appear to have the greatest impact. The behavior of nonprofit organizations, which form the largest part of the sample, is consistent with these results. The specific strength of their incentive mix is represented by worker involvement and other process-related aspects of the job. By contrast, workers in public bodies are the least satisfied, higher monetary incentives notwithstanding.

21 June 2013 in Small Business Economics
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FSFabio Sabatini
Fabio Sabatini
FMFrancesca Modena
Francesca Modena
Ermanno TortiaErmanno Tortia
Ermanno Tortia

5 September 2022 in Sustainability
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Ermanno TortiaErmanno Tortia
Ermanno Tortia
SSSilvia Sacchetti
Silvia Sacchetti
Francisco López-ArceizFrancisco López-Arceiz
Francisco López-Arceiz
Care services pose new challenges and opportunities for the implementation of sustainable HRM practices related to worker involvement and well-being because of their relational nature. The article is framed in terms of the job demands and resources model and discusses the impact of sustainable HRM (SHRM) practices on organizational performance in terms of service quality and organizational innovation in social and care services. A possible mediating role of immaterial satisfaction between SHRM and performance is also considered. We use national survey data including 4134 workers in 310 matched nonprofit social enterprises in Italy. The results show that HRM practices linked to task autonomy, teamwork, and involvement positively influence immaterial satisfaction, while at the same time immaterial satisfaction and HRM features related to involvement and workload support performance. The mediating role of immaterial satisfaction is not confirmed, but its effect adds positively to involvement in improving performance. This work contributes to the literature on organizational performance and HRM sustainability, which are particularly important in the face of ongoing social change and organizational innovation in social and relational service delivery.

8 January 2015 in Annals of Public and Cooperative Economics
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SSSilvia Sacchetti
Silvia Sacchetti
Ermanno TortiaErmanno Tortia
Ermanno Tortia

21 February 2020 in Annals of Public and Cooperative Economics
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Ermanno TortiaErmanno Tortia
Ermanno Tortia
Florence DegavreFlorence Degavre
Florence Degavre
Simone PoledriniSimone Poledrini
Simone Poledrini

1 October 2008 in The Journal of Socio-Economics
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Ermanno TortiaErmanno Tortia
Ermanno Tortia