THERE are arguments for and against having high-powered management executives (often suggesting high remuneration) at non-profit organisations ("Talent search must go beyond leaders" by Mr Kwan Jin Yao, last Wednesday; and "What non-profit sector needs" by Mr Edmund Khoo Kim Hock, Forum Online, last Saturday).

There have been former or retired successful business executives and managers who decided to dedicate their time, experience and skills to help run non-profit organisations, and they should be commended.

For the rest of the staff in these organisations, there seems to be suggestions from various quarters that they should be motivated by their sense of altruism and charity.

We must remember that young people seeking careers in charity organisations, like their peers, also need to pay rent, put food on the table and support their families. They may face pressure, either from their families, peers or even society, to take their skills elsewhere.

Non-profit organisations cannot and need not pay salaries like those of investment banks, but they still need to attract talent. Thus, their quest for adequate funding, whether from the Government, corporate sponsors or individual donors, continues.