Attitude Differences Between Paid Workers and Volunteers

This study addresses the extension of research on paid employees to volunteer workers. Pearce (1978, 1993b) has postulated that job attitudes are substantially different between volunteers and paid employees, based on her work studying fourteen organizations employing either entirely volunteer workgroups or entirely paid workgroups. Another interpretation of her data would be that the organizational culture of such workgroups is different, not the individual job attitudes.     

What is Old is New Again: Achieving Effectiveness with Volunteer Programs in Kazakhstan

Abstact This study based on Kazakhstan nonprofit organizations (NPOs) is the first to address the important issue of the relationship between volunteer management and volunteer program effectiveness in an international setting. Our inquiry is informed by findings of US scholars that show that the adoption of a recommended set of volunteer management practices is related to the level of effectiveness achieved with volunteer involvement in NPOs. The paper advances a path model to explain volunteer program effectiveness, with volunteer management practices the crucial intermediate variable. Based on data collected in a survey of Almaty (Kazakhstan) NPOs in 2004, the empirical analysis yields considerable support for a path model that focuses on both the adoption of these practices and the attainment of program effectiveness. Given the heterogeneity of NPOs, not every organization can be expected to benefit from the adoption of the recommended practices. Nevertheless, results suggest that they offer one workable means for successfully integrating volunteers.     

Employee experiences with volunteers

Volunteers frequently serve public and nonprofit organizations, among them libraries, parks and recreation departments, social service groups, and religious organizations. Research on volunteers and volunteerism traditionally focuses on antecedents to volunteering and outcomes for volunteers. In this study, we attempt to build on the existing literature by examining the volunteer experience from the paid employee's vantage point. Using a sample of employees who work alongside volunteers in animal care organizations (N = 270), we examine how employees described the volunteers with whom they interact. Although these assessments were generally positive, there was considerable variability. This appears to be explained, in part, by each organization's volunteer resources management practices. Results also indicate that employees who reported less satisfactory experiences with volunteers also reported being more stressed, overworked, and less committed to the organization, and having a greater intention to quit. Importantly, these results held up even after controlling for general job satisfaction. Implications of these findings for theory and practice are discussed.     

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.     

Corporate Volunteering: Benefits and Challenges for Nonprofits

In the frame of corporate social responsibility, corporate volunteering is almost exclusively studied from the point of view of companies, while the perspectives of nonprofit organizations are neglected. Hence, this article focuses on the perspective of managers of nonprofit organizations on volunteer partnership projects with for‐profit companies. In the center of this article lie nonprofit managers' strategy and motivation for participating in corporate volunteering, conception of corporate volunteer activities, and the often‐cited win‐win‐win aspect. Key findings suggest that a majority of the questioned nonprofits lack strategic behavior and management tools for undertaking volunteer partnership projects with companies. Nevertheless, corporate volunteering is widely perceived as an opportunity and a promising method of raising donations for nonprofit organizations. This article suggests that the key to successful future cooperation between nonprofits and profit‐oriented organizations lies in the processes of internal evaluation and subsequent strategy development.     

How to foster employee quality of life: The role of employee performance management and authentic leadership

Although employee performance management (EPM) enhances performance, the effects that these systems have on employee quality of life remain unclear. Such information is particularly relevant for ‘vulnerable’ workers, whose employment situation has the potential to alter their social and economic position in life. Based on data gathered from 111 leaders and 547 vulnerable workers in 36 social profit organizations, multilevel regression analysis demonstrates that EPM is related to vulnerable workers’ quality of life. Moreover, authentic leadership and psychological empowerment buffer the negative relationship between EPM and vulnerable workers’ quality of life. These findings imply that organizations that employ vulnerable workers need authentic leaders to foster a positive impact not only on performance through EPM but also on vulnerable workers’ quality of life. In addition, organizations can also pursue vulnerable workers’ psychological empowerment by providing tasks that are meaningful to them and in which they experience self-efficacy to reduce the potential negative effects of EPM on vulnerable workers’ quality of life.     

两岸大学生志愿服务动机与激励机制比较研究

20世纪70年代以来,志愿者组织在全球范围兴起并得到发展,逐渐成为现代社会发展的一支活跃力量,在全球掀起了开展志愿服务的热潮。大学生志愿者作为我国志愿服务的重要参与主体,在志愿服务中起到了举足轻重的作用。在两岸和平发展新时期,两岸出现了大交流、大合作、大发展的新局面。作为志愿服务的主力军,两岸大学生志愿服务动机和激励机制的比较,有利于促进两岸大学生志愿服务合作机制的建立。     

The Influence of Managed Care on Job-Related Attitudes of Social Workers

This study explores the relationships between the levels of conflict that social workers experience when interfacing with managed care organizations and outcome variables including job satisfaction, organizational commitment, emotional exhaustion, and turnover intentions. A total of 591 social workers practicing in mental health agencies in New York State completed self-administered and anonymous questionnaire packets that included several measures: Level of conflict that workers experience when interfacing with managed care organizations (CMC), job satisfaction, organizational commitment, emotional exhaustion, and turnover intentions. Results showed that CMC had statistically significant correlations with organizational commitment and with emotional exhaustion. The author discusses the role of social work schools and agencies in offering new educational opportunities and training in order to improve workers' skills, which are necessary for communicating and negotiating with managed care organizations.     

Engaged or Connected? A Perspective of the Motivational Pathway of the Job Demands-Resources Model in Volunteers Working for Nonprofit Organizations

There is a paucity of research on volunteers compared with paid workers. The aim of this study is to examine the mediating roles of work engagement and connectedness simultaneously in the motivational pathway of the Job Demands-Resources (JD-R) model. Survey data were collected from 471 volunteer participants and analysed using structural equation modelling methods. Contrary to expectation, the findings did not show that engagement mediates the relationship between job resources and volunteer satisfaction (1), between job resources and determination to continue (2), and between job resources and health (3). The findings, did however, show that connectedness mediates the relationship between job resources and volunteer satisfaction (4), between job resources and determination to continue (5), and between job resources and health (6). These findings add support to the motivational pathway of the JD-R theory to understand volunteer wellbeing and retention in health care organizations, but suggest that the theory may be expanded to include connectedness as a mediator.     

Retaining Critical Human Capital: Volunteer Firefighters in the Commonwealth of Pennsylvania

Effective delivery of services for the public good involves a multiplicity of organizations and actors, including those from the public, nonprofit, and private sectors. In some cases, service delivery is accomplished using programs that directly engage volunteers, including key public services like community-based and nonprofit volunteer fire departments. Volunteers in fire departments—often highly engaged volunteers with specialized training—provide vital services for a substantial portion of the United States, allowing local governments to realize considerable cost savings. Thus, issues of volunteer retention are a critical challenge for fire departments. Existing research has addressed issues of retention in a variety of settings; we argue that the challenging and particular context of fire departments is worthy of focused research. This article is an exploratory study of the predictors of voluntary firefighter retention in the Commonwealth of Pennsylvania. We use data from a web-based survey of volunteer firefighters to examine the factors that influence volunteer retention, focusing specifically on volunteer management practices and broader job-related concepts. Results indicate that volunteer training, performance management, job satisfaction, and organizational commitment influence both short- and mid-term intent to remain, indicating that management practices and programs, as well as other contextual factors that shape satisfaction and commitment, are important in retaining volunteers.     

Enhancing volunteers capacity in all‐volunteer nonprofit organizations: The role of volunteer leaders' reliance on effective management processes and (de)motivating leadership

All‐volunteer nonprofit organizations rely solely on the commitment of volunteers to support their operations. As such, it is important that leaders of these organizations, even though they are volunteers themselves, rely on professional skills in order to optimize their organization's volunteers capacity. In the present study, we investigated how volunteer leaders' reliance on effective management processes and a (de)motivating leadership style related to volunteers capacity. To this end, we relied on the Competing Values Framework (CVF) and Self‐Determination Theory (SDT), respectively. Results revealed a positive (unique) association between (the sum score of) the management processes of the CVF models, as well as (the sum score of) the motivating leadership styles and volunteers capacity. Bivariate analyses indicated that the management processes of each CVF model (i.e., human relations model, internal process model, open system model, and rational goal model) and each motivating leadership style (i.e., an autonomy‐supportive and a structuring leadership style) related positively to volunteers capacity. These findings have important practical implications as they revealed that it is crucial for volunteer leaders to implement effective management processes, while adopting a motivating leadership style.     

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.     

Liability and volunteer organizations: A survey of the law

The question of how and when liability attaches is one of the most important issues facing volunteer organizations today. The liability issue has three related components: (1) whether the organization is liable to third parties for acts performed by volunteers, (2) whether the organization is liable to volunteers who are injured while performing their duties, and (3) whether an individual volunteer is liable for acts performed while working with a volunteer organization. This article explores each of these issues and suggests effective risk management practices that can reduce, although not eliminate, liability in most instances.     

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.     

A nonprofit manager's guide to online volunteering

As access to the Internet expands, volunteer managers have the option of using this new technology to manage pools of volunteers online. Online volunteering can appear deceptively simple: post an opening, select a volunteer, and then manage them by e‐mail. However, our evaluation of an active online volunteering service used by more than three hundred organizations and ten thousand potential volunteers indicates that additional planning and management are frequently needed. Through an analysis of two years of quantitative data and interviews with more than forty volunteers and managers, we have extracted suggested practices and programmatic implications for managers in the areas of program design, volunteer selection, training, ongoing operations, and evaluation.     

Reporting Volunteer Labour at the Organizational Level: A Study of Canadian Nonprofits

Volunteer contributions in the production of services are an important resource internationally. However, few countries include volunteer contributions in their national accounts, even though many encourage their populations to engage in volunteering. At the organizational level, many nonprofit organizations using volunteers often limit their input to a footnote in annual reports acknowledging their contribution; few estimate their value in financial terms. As a result, their financial accounts lack information upon which to base decisions affecting the organizations and the communities they serve. Additional information is required to assess the impact of volunteers in individual nonprofits as well as the sector as a whole. This study focuses on Canada, one of the few countries that include volunteers in the national accounts, to examine to what extent nonprofit organizations estimate a financial value for these contributions and include this in their financial statements. This paper reports the results of an online survey of 661 nonprofits from across Canada. In order to understand why some organizations keep records for volunteer contributions and quantify them, two sets of explanatory factors are explored: organizational characteristics and the attitude of the executive director. We find larger organizations were more likely to engage in record keeping and estimating volunteer value, as were organizations with a relatively large group of volunteers and volunteer programs. The attitude of the executive director is important in determining which organizations engage in these practices.     

Administrators of volunteer services: their needs for training and research

Despite the importance of volunteer administrators to nonprofit and many government organizations, little systematic research has been focused on these officials. Using a large national survey of volunteer practitioners conducted in 1989-1990, this article examines empirically several hypotheses concerning organizational support to meet administrator needs for continuing education. Using the survey responses, the article also elaborates the subjects recommended by the administrators for treatment in a basic seminar in volunteer management, in an advanced seminar, and in further research.     

The Effects of Individual Risk Propensity on Volunteering

Serving as a volunteer is gratifying and rewarding, but by nature it is also considered a risky decision. Volunteering risk may come from the lack of sufficient training, asymmetric information between volunteers and managers, and the lack of support and protection from nonprofit organizations. Abundant studies discuss volunteering behaviors based on demographics. However, people's decisions are mainly determined by their own preferences rather than demographic differences. Accordingly, this study hypothesizes that individual risk propensity is an important predictor for volunteering behaviors. Using a nationally representative data set, this study finds that risk‐accepting individuals are more likely to volunteer than their risk‐averse peers. Also, the former tend to volunteer more frequently than the latter once they decide to be part of the volunteer labor force. Several managerial implications and volunteer recruitment strategies for nonprofit organizations are discussed.     

Connecting the Characteristics of International Volunteer Experiences with Their Impacts: A Canadian Case Study

The direct relationship between international volunteer experiences and impacts has rarely been explored and yet is important for understanding why certain impacts occur in the lives of volunteers upon returning home. This information helps organizations to develop effective international volunteer programs. This interpretive case study of the Nova Scotia-Gambia Association’s volunteer program explores the interactions between motivations, experiences, and impacts of volunteers who participate in short-term, development aid projects. It utilizes qualitative interviews and participant observation with recent volunteers and interviews with past alumni to understand these relationships. The findings identify three distinct types of volunteer narratives connecting experiences and impacts—personal, professional, and negative categories. The key characteristics of the experience are living situations and conditions, location selection, work placement options, and non-work related activities, frame experiences and effect impacts, influencing the nature of the narrative. Narratives are also strongly influenced by volunteer personalities and characteristics of the local culture.