The Psychological Contract of Volunteers: A New Research Agenda

This paper considers the ways in which research into the psychological contract of volunteers have been constrained by the direct transfer of measures from the study of employees, and more generally by the assumptions in the dominant psychological contract discourse. After examining these assumptions the paper proposes a revised research agenda, open to the possibility that the psychological contract of volunteers is affected by expectations arising from socio-cultural influences beyond the volunteer/manager relationships, and in particular, from the expectations of relative freedom in volunteering and from subjective perceptions of volunteering as (variously) serious leisure, unpaid work, or activism. Understanding the contract as socially constructed reveals the need to juxtapose the expectations of managers and volunteers in order to understand the contract as a social relationship.     

Universal Parenting Programme Provision in England; Barriers to Parent Engagement in the CANparent Trial, 2012–2014

The CANparent trial, 2012–2014, was a government initiative in four English areas designed to develop a market in universal parenting support. Fourteen parenting class providers offered classes to all parents of children aged 0–5 in the areas. In three areas, all eligible parents received £100 vouchers exchangeable for a parenting class. Pre‐trial planning was that take‐up would amount to 20 000 parents. However, only 14 per cent of these parents took advantage of the offer. This article utilises 42 interviews with providers, and two parent surveys over two time periods (n = 1510 and n = 1603) to review barriers to engagement with universal parenting support programmes.     

Critical success factors for merger in the UK voluntary sector

This paper reports on research into mergers in the voluntary sector in the UK from 1988 to 1993. It compares empirically derived critical success factors with success factors derived from previous work on mergers in both the voluntary and private sectors. The study concludes that merger can be an extremely effective strategy for voluntary organisations. For it to be so, it has to be undertaken willingly, with a shared vision between the partners of what the merger will achieve. Cultural differences need to be recognised and handled within a trusting context in which mutual respect is backed by an equitable process. Finally; sensitive handling of individuals caught up in the merger process is essential—but something which the voluntary sector ought to be well capable of doing.     

Families, orphans and children under stress in Zimbabwe

This paper evaluates a programme called FOCUS in Zimbabwe: Families, Orphans, and Children under Stress. The programme was initiated in 1993 and works with seven community groups, providing support to around 6500 children in 2000 households. The programme succeeds through committed community volunteers, who made over 93,000 visits to households in 1999. Communities are mobilised by building on existing practices, using natural entry points, and careful selection of local volunteers and supervisors. There is good community ownership, extremely low volunteer turnover, and reporting systems verify that aims and objectives are met. The programme maintains good ethics, addresses a range of children's rights, and is sustainable through a mixture of donor funds, FACT (sponsoring organisation) support and community support. Issues of concern include better recognition of psycho-social needs, prevention and protection from sexual abuse, reducing stigma and discrimination, increasing child-centred approaches and participation, and reducing gender imbalance among volunteers.     

Leadership behavior and employee well-being: An integrated review and a future research agenda

Leadership behavior has a significant impact on employee behavior, performance and well-being. Extant theory and research on leadership behavior, however, has predominantly focused on employee performance, treating employee well-being (typically measured as job satisfaction) as a secondary outcome variable related to performance, rather than as an important outcome in and of itself. This qualitative state of the science review examines the process by which leadership behavior (i.e., change, relational, task, passive) affects employee well-being. We identify five mediator groupings (social-cognitive, motivational, affective, relational, identification), extend the criterion space for conceptualizing employee well-being (i.e., psychological: hedonic, eudaimonic, negative; and physical), examine the limited evidence for differential processes that underlie the leader behavior-employee well-being relationship and discuss theoretical and methodological problems inherent to the literature. We conclude by proposing a theoretical framework to guide a future research agenda on how, why and when leadership behavior impacts employee well-being.