Problems recruiting volunteers: Nature versus nurture

In a national study of public charities in the United States, we find that some organizations experience little difficulty recruiting volunteers while others report substantial problems. We study which organizations are more likely to report recruitment problems, separating the underlying forces for those problems into two camps. One, which we label “nature,” represents organizational conditions that cannot readily be overcome by a management response. The other, which we label “nurture,” represents organizational conditions that volunteer resource managers and other members of the top management team can directly influence as they seek to make their organization more inviting to prospective volunteers. We find some support for both camps, concluding that managers must be prepared to work with both immutable and malleable conditions when devising strategies for recruiting volunteers whose schedule and skills fit the organization's needs.     

Linking Autonomy-Supportive Leadership to Volunteer Satisfaction: A Self-Determination Theory Perspective

This study examines the development of volunteer satisfaction within the framework of self-determination theory (SDT). Therewith, autonomy-supportive leadership—as an influential part of the organizational context—is studied as an antecedent of volunteer satisfaction. The hypothesized model suggests that the link between autonomy-supportive leadership and volunteer satisfaction is serially mediated by general need satisfaction and autonomous motivation. Volunteers (N = 113) working closely together with their supervisors completed a paper-based questionnaire. As predicted, both general need satisfaction and autonomous motivation serially mediated the link between autonomy-supportive leadership and volunteer satisfaction. The results indicate that autonomy-supportive leadership is an important factor of the organizational context, increasing both volunteers’ autonomous motivation and satisfaction. Practical implications for volunteering organizations, as well as implications for further research, are discussed.     

In Search of Strategy

The canon of volunteer administration contends that adoption of specified practices separates effective from ineffective programs. Alternatively, structural contingency and strategic human resource management theories suggest that managers make adoption decisions based on how organizational circumstances dictate the applicability or efficacy of particular practices. We test propositions that universalistic adoption of “best practices,” contingent adoption of practices, and configurational adoption of bundles of practices are associated with program outcomes of recruitment ease, retention of volunteers, and the net benefits that volunteers bring to organizational operations. With all sets of tests garnering limited empirical support, we conclude that human resource practice in volunteer administration is loosely coupled with outcomes, but that some organizations do—and many more should—manage according to the singular context of their institutional and external environments.     

Episodic Volunteering at a Religious Megaevent

In preparation for Pope Francis's visit to Philadelphia and the 2015 World Meeting of Families, organizers looked for thousands of volunteers to help carry out these events. This is common for many one‐time and episodic events, such as large sporting events (from marathons to Special Olympics), arts and cultural events (such as festivals and concerts), and fundraising events. After the pope's visit, volunteers were asked to respond to a questionnaire about their experiences and the volunteer management of the event; 2,408 responded (34.4 percent). Data on motivation, who volunteered, recruitment, training, assignment, supervision, communication, satisfaction, and suggestions for improvement were elicited. We focused on episodic volunteering at a religious event and on a broad spectrum of issues pertaining to management of episodic volunteers. Our findings add to the knowledge regarding volunteer management and also add to conceptual understanding of the distinction between ongoing and episodic volunteers.     

Transformational Leadership and Volunteer Firefighter Engagement

This study explores the relationship between transformational leadership and volunteer firefighter engagement. Using responses from 213 volunteer firefighters, structural equation modeling reveals a positive relationship between transformational leadership and volunteer engagement, which is mediated by both group identification and perceived social impact. In addition, higher volunteer engagement is positively related to a firefighter's intention to continue volunteering and to recruit others. Taken together, the results indicate that transformational leaders achieve positive volunteer outcomes by strengthening the organizational ties of volunteers and by connecting volunteers with the prosocial impact of their work. Theoretical implications for transformational leadership research in volunteer settings as well as practical recommendations for a sustainable volunteer management are provided.     

Bittersweet and Paradoxical

The American Red Cross is the most active nonprofit organization involved in disaster planning and response in the United States. The organization deployed nearly 50,000 volunteers to provide essential support to victims of some 125,000 domestic disasters, including home fires, hurricanes, wildfires, and floods, in a recent two‐year period. This study asks how American Red Cross disaster response volunteer experiences function to cultivate satisfaction and, at the other end of the spectrum, the kind of dissatisfaction that leads people to quit; it pays particular attention to ways in which volunteer management shapes dissatisfaction and fatigue because of implications for volunteer retention. Paradoxically, the Red Cross facilitates the highly satisfying act of helping victims, but volunteers feel dissatisfied when management practices get in the way of helping. The study suggests voluntary organizations that rely on skilled, long‐term volunteers to deliver services should evaluate and strengthen their communication strategies, recognition practices, and support systems for volunteers in distress.     

Volunteer Engagement: Exploring the Distinction Between Job and Organizational Engagement

Retaining engaged volunteers is crucial to many non-profit organizations. However, research on volunteer engagement is limited, and the distinction between job and organizational engagement in volunteers remains to be investigated. In this paper, we examine both organizational- and job-level engagement, and specifically, whether perceived organizational support would enhance volunteer engagement and associated attitudes. We surveyed 221 volunteers, and asked them about their perceptions of organizational support; their engagement with their volunteer job and the organization they volunteer for; satisfaction; commitment; and turnover intentions. Both organizational and job engagements had significant relationships with the attitudinal variables. However, we found that organizational rather than job engagement mediated the relationship between organizational support and volunteer satisfaction and commitment. While organizational engagement correlated with turnover intentions, neither job nor organizational engagement mediated the relationship between support and the intent to leave. Our findings advance the research on volunteer engagement, and highlight the importance of organizational engagement for this important, but too often overlooked, workforce.     

More is less? The volunteer stewardship framework and models

Scholars have devoted substantial attention to developing conditional models of volunteer administration and management, but no consensus surrounds the criteria underlying the different models or the rationale. The literature reveals a welter of possibilities but no clear choice. This study conceives the primary managerial challenges as securing access to and guiding volunteer energy into productive volunteering, and the volunteer administrator as the central actor in this process. Based on how volunteers are accessed and guided in their roles, we develop the Volunteer Stewardship Framework, which distinguishes volunteer administration according to two key dimensions: organizational access to volunteer energy (private resource vs. common pool) and guidance of volunteers (unitary vs. shared). Results of a survey of volunteer administration practitioners in the Netherlands show that respondents working under the four models emanating from the Framework recognize different elements of volunteer administration as “Very Important.”     

Volunteer Motivation and Organizational Climate: Factors that Promote Satisfaction and Sustained Volunteerism in NPOs

Keeping volunteers committed and engaged is one of the toughest challenges for NPOs. The aim of the present study is to investigate the individual and organizational factors that promote volunteer satisfaction and, vice versa, foster intentions to quit. Two hundred forty-seven volunteers operating in four different NPOs were asked to fill in a self-report questionnaire that aimed to explore their motivations to volunteer, their degree of satisfaction and their perception of the organizational climate in the NPO they worked with, in addition to providing details of the activities which they were involved in. Results showed that the organizational climate mediates the relationship between autonomous motivation and satisfaction, as well as that between external motivation and intentions to leave an organization.     

The Octagon Model of Volunteer Motivation: Results of a Phenomenological Analysis

Individual motivation is the core of the actualization and continuity in voluntary work from both the standpoint of theoretical research and practical volunteerism. Volunteer motivation also provides an excellent research area for investigating the wider sociological theme of late-modern participation. This study, based on the data from 18 interviews, explores volunteer motivation utilizing a phenomenological approach to individual experience and the meaning of volunteerism. Using a phenomenological approach illuminates the nature of volunteer motivation more holistically. The research includes 767 motivational elements in 47 themes and develops an innovative four-dimensional octagon model of volunteer motivation—the theoretical and practical applications of which are discussed.     

Governmentalities of Volunteering: A Study of Regional Western Australia

The aim of this article is to investigate the governmentalities of volunteering in regional Western Australia. Drawing on interviews with 25 consenting volunteers and their managers, a thematic analysis revealed the experiences and perceptions of the research participants. Two distinct governmentalities exist: one reflecting neo-liberal governmentality and the other reflective of classic liberalism. Whilst this study is limited to regional Western Australia, the results suggest that there are variations in ‘governmentalities’ of volunteering comprising a mix of sometimes contradictory elements. This article also demonstrates the usefulness of governmentality for expanding the understanding of volunteering that has the potential to illuminate vital elements of the volunteer sector, which are being missed. There are many niches where volunteer groups exist or are emerging that are not visible and out of reach of the control techniques commonly used by governments adopting advanced (neo) liberal governmentalities.     

“Don't you want to stay?” The impact of training and recognition as human resource practices on volunteer turnover

Managing volunteers is a difficult undertaking. This study draws on human resource (HR) management theory and literature to investigate the effect of two HR practices—training and recognition—on volunteer turnover. We use longitudinal administrative data collected by an Indiana nonprofit organization, which contains individual volunteer characteristics, organizational HR practices, and information on actual turnover behavior. We found that recognizing volunteer contributions with awards predicted volunteer retention in the following year. Training did not have a direct effect on volunteer turnover, but interacted with gender; men who received training were more likely to stay than women. The study contributes to the literature on HR management in the volunteer context, adds to the emerging literature on awards as incentives for volunteers, and addresses the common method bias by using longitudinal data.     

How Do Volunteer’s Experiences of Organizational Facilitators Influence Their Satisfaction and Loyalty: An Example of Hospital Volunteers

The volunteer experience in organizational context has received far less scrutiny. Studies have indicated specific organizational settings, such as schedule flexibility, orientation and training, empowerment, social interaction, reflection, and rewards, and each has certain influences on their satisfaction and intention of remain. But we do not know their combined impact as organizational facilitators. This study focused on a sample of hospital volunteering, which occupies the largest service hours of volunteering work in Taiwan. We explored the experience of organizational facilitators that affect the satisfaction and loyalty of the volunteers from 868 valid questionnaires in a metropolitan hospital. The results showed that volunteers with more experiences on social interaction, reflections, and rewards, were more satisfied. In term of loyalty, volunteers with higher satisfaction showed higher willing to remain, recommend, accept services, and donate. Furthermore, because of flexible schedules and preferable rewards, the volunteers were more willing to remain; because of more training, higher social interaction, reflections, and rewards, the volunteers were more willing to recommend volunteering and accept services. Additionally, less flexible schedules, better empowerment, and more reflections as well as rewards influenced volunteers to be more motivated to donate. Implications of organizational efforts toward the hospital volunteer management are discussed.

     

Family‐Supportive Organizational Culture and Fathers' Experiences of Work–family Conflict in Sweden

This study explores fathers' experiences with work–family conflict and their perceptions of how supportive the organizational culture at work is regarding fathers' work–family needs, and whether a family‐supportive organizational culture is associated with less work–family conflict. A total of 377 fathers working in private Swedish companies were surveyed. While a modest proportion of fathers experienced high levels of work‐to‐family conflict, less family‐to‐work conflict was reported. Further, fathers perceived little work–family support from top managers, supervisors, and co‐workers. Our results indicate that the cultures in the examined companies have norms that separate work and family from each other. Fathers seem likely to experience work–family conflict as long as the family‐supportive organizational culture, especially at the work group level, is not well‐developed. When fathers experience their work organizations as family‐supportive, they are likely to be better able to combine work and family and thus to help Swedes achieve a more gender‐equal society.     

Volunteers work for lesbian,gay, bisexual,transgender, and queer rights: Motivations at a Rochester social justice organization

The reasons volunteers contribute to lesbian, gay, bisexual, transgender, and queer (LGBTQ) social justice organizations are multifaceted and need further exploration. This pilot study (N = 35) sought to understand volunteer motivations at a Rochester, New York social justice organization fighting for LGBTQ rights. Understanding motivations for volunteerism and volunteers' perceptions about the relative advantages and obstacles of current volunteer experiences at their agency were the primary goals of the study. The study found that these volunteers are motivated primarily by their personal values, mission of the organization, and desire to develop and maintain social relationships with the LGBTQ community. Implications for volunteer resource management and research are explored.     

Exotic Place,White Space: Racialized Volunteer Spaces in Honduras

In every year between 2004 and 2012, more than 800,000 Americans reported volunteering internationally (Lough 2013 ). These volunteers are overwhelmingly white (McBride and Lough 2008 ) and entering a largely nonwhite and developing world. This study starts by questioning how racial status informs volunteer/volunteer tourist interactions, both with locals and with other volunteers, in a global context. In‐depth interviews with 23 missionaries, teachers, and volunteers from the United States and Canada reveal that (1) international volunteering is largely motivated by romantic and exotic understandings of the Global South and (2) in spite of a stated interest in cultural immersion, participants’ notions of their whiteness guided their perceptions of Hondurans and their actions as they sought out and retreated to white spaces protected from Honduran influence. These findings further the work of those who have argued first world travelers have homogenized spaces on reserve, by demonstrating that whiteness can be the basis for the construction and maintenance of protected spaces in predominantly nonwhite countries.     

Does Charging Nonprofit Volunteers Affect Their Satisfaction?

Nonprofits that offer volunteer experiences in foreign countries have long charged fees to their volunteers, but recently some other nonprofit organizations have begun to charge as well. Volunteer attitudes toward such fees have not previously been studied. Product marketing research has suggested that fees can sometimes improve participants’ evaluation of their experience, but public service motivation research seems to suggest that fees will diminish participants’ satisfaction. This study examines the attitudes toward fees of 4,400 volunteers who paid $310 to participate in a week‐long project that built and repaired housing in Appalachia. Although a third of volunteers believed that the fee enhanced their appreciation of the program, an equal proportion disagreed. An even larger percentage of the volunteers believed the fee discouraged some volunteers. Concerns with fees were more common among youth volunteers than adult volunteers and among those who volunteered for altruistic rather than for career reasons. Most volunteers, even those critical of fees, were positive about their volunteer experience, but those who were least positive about the fees were also somewhat less positive about their experience. These results suggest that decisions about volunteer fees must balance the benefits of additional funds for enhanced client services against the likelihood of discouraging some potential volunteers, especially younger or more altruistic volunteers.     

Being Volunteered? The Impact of Social Participation and Pro-Social Attitudes on Volunteering

While disagreeing over the reasons why the performance of civic obligations seems to be declining, conservatives and liberals agree that people need to be reminded of their duties as citizens for this decline to be halted. But do these exhortations work? This paper tests two theories about how people become volunteers. The “normativist” perspective assumes that volunteer behavior flows from socialization into pro-social attitudes; the “social practice” perspective stresses the formative role of practical experiences and social participation. Using a panel study of high school seniors who were reinterviewed in their mid-20s and again in their early 30s, we show that volunteer work undertaken in high school has long-term benefits as does social participation more generally but that socialization into pro-social attitudes has an even stronger influence on volunteering in middle age. The implications of our study are that mandatory community service programs can boost later volunteer efforts but that socialization into appropriate citizenship attitudes is of equal, if not greater, importance.

     

Transformational leadership and follower proactivity in a volunteer workforce

This study explored how transformational leaders can enhance volunteers’ proactive behavior in an all‐volunteer nonprofit organization. Based on Parker, Bindl, and Strauss’s model of motivation, it was hypothesized that role breadth self‐efficacy, work values (self‐direction/stimulation and universalism/benevolence), and positive affect would mediate the transformational leadership—proactive behavior relationship. Data came from 141 volunteers in Brazilian chapters of an international not‐for‐profit organization. The model was tested using structural equation modeling, with mediation hypotheses tested by estimating the indirect effects using bias‐corrected intervals. Comparative fit index (.97) and standardized root mean square residual (.05) fit statistics indicate the model is plausible. These findings contribute to the understanding of the role that leaders play in increasing followers’ proactive behavior in volunteer organizations.     

Volunteer Performance in the Light of Organizational Success: A Systematic Literature Review

Volunteers are crucial to the functioning of nonprofit organizations. Thus, researchers in various disciplines investigate volunteer performance, broadly defined as the value of individual volunteers’ activities for the accomplishment of organizational goals. Yet a comprehensive overview is still missing. To structure this fragmented literature, the systematic review presented herein covers the antecedents and dimensions of individual volunteer performance in the light of organizational success discussed in 75 academic articles. With an integrated framework of volunteer performance, derived from theoretical considerations of organizational success and the ability–motivation–opportunity framework, this article suggests a systematic classification of current scientific knowledge about the antecedents and dimensions of volunteer performance. In turn, this review offers two instructive research avenues helping to develop a holistic picture of the antecedents and dimensions of individual volunteer performance.