Volunteer Management Literature Review
Volunteer Management Literature Review
Volunteer Management 2
Table of Contents
Introduction..... 3
Definition of Volunteer(s) & Volunteer Roles....... 4
Field of Volunteer Management ........ 5
Human Resource Issues in Volunteer Management...... 8
Volunteer Motivation ......... 9
Recruitment/Selection........ 11
Training and Evaluation..12
Retention and Recognition ............ 14
Other Human Resource Issues............ 16
Risk Management When Managing Volunteers.... 16
Conclusion.. 18
References... 19
Volunteer Management 3
Introduction
Imagine a world without volunteers. Firefighters may or may not arrive, search and
rescue teams would no longer exist, and hotline calls for domestic abuse or suicide prevention
would go unanswered. Theatres, choirs, and dance groups would no longer provide creative
inspiration and vibrancy to our communities. Stray cats and dogs would roam the streets. Free
clinics would close their doors without the aid of volunteer doctors. Who would assist the most
vulnerable populations in this country? Volunteers give approximately $184 billion USD worth
of donated time each year (Corporation for National and Community Service, 2013). Without
volunteers, the nonprofit field would be at a complete standstill.
According to the Department of Labor (2014) 62.8 million people volunteered with a
nonprofit organization at least once from September 2013 to September 2014. Each of those 62.8
million people made contact with an organization and were given a role that they found
meaningful. Volunteer managers lead and inspire volunteers to give of their free time for the
greater good of the community. Without strong volunteer leaders, nonprofit organizations would
not have the capacity to recruit, train, engage, motivate, and retain volunteers.
Through an investigation of current research, this paper will assess and analyze the many
facets of volunteer management. First, this paper will provide various definitions of volunteers
and their roles within non-profit organizations. Then a discussion of the field of volunteer
management will be provided, which will outline structure, administration, and the role of ethics.
This paper will explore the topics of human resources within volunteer management including
volunteer motivation, recruitment, selection, training, retention, and other various issues within
Volunteer Management 4
the field. Lastly, the importance of strong risk management policies for various volunteer
programs will be discussed.
Volunteer Management 5
altruistic motives, but this doesnt include those who are required to volunteer in order to fulfill
an obligation to the state, as part of a court-order. Nor does this definition identify the difference
between volunteers who support nonprofit organizations, and those who simply help others in
need in the community on their own volition (2002).
Volunteers play important roles in many various for-profit and not-for-profit
organizations. They support hospitals, fire stations, other governmental organizations, churches,
schools, food cooperatives, homeless shelters, and countless other organizations. We need to
remain open to the possibility that volunteerism is defined, in part, by its motivation (Stebbins,
2013). Volunteer motivation will be discussed further later in this paper.
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managed (Stid & Bradach, 2009). Poor management occurs in the nonprofit sector because
nonprofits tend to be consistently underfunded, thus it is difficult to hire on strong leadership
talent. Stid and Bradach (2009) provide the following distinction of leadership and management:
Leadership: activities necessary to push the mission forward and motivating staff and
donors to support the vision
Management: necessary activities that guarantee that the organization will
yield results. These activities include budgeting, instituting proper systems,
organizational structures and processes, and monitoring performance.
Many organizations fall short and are unable to perform properly. As a result of poor
management more than one-third of those who volunteer do not return to give of their time the
following year (Eisner et al., 2009). It is extremely important that organizations have both strong
leadership and management in order to run a successful volunteer program.
Once proper analysis has been performed to determine readiness for a volunteer program,
it is important to structure volunteer programs according to best practices. Volunteer program
structures typically include selection, orientation, job design, training, placement, evaluation
(Brudney & Meijs, 2009). The process of designing a strong volunteer program first starts with
planning and design, then selection, orientation, and placement of volunteers. The volunteer
orientation should be designed to understand the volunteers motivation and to give them an
overall idea of the organization and the work they will be doing. After placing a volunteer in
their respective role within the organization, a more formal training should occur. Throughout
the time that a volunteer serves with an organization, they should be given ample opportunity to
Volunteer Management 8
provide feedback, and to be evaluated on the success of their work. Communication with
volunteers is crucial for the work to be reliable and high quality (Dhebar & Stokes, 2008).
Finally, in order for a nonprofit volunteer program to succeed, organizations that utilize
the resources of volunteers should follow a strict ethical code specific to the management of
volunteers. According to the Association for Volunteer Administration (2005), in order to
maintain a successful volunteer program, volunteer managers must abide by the following 6 core
ethical principles:
1. Citizenship and Philanthropy
2. Respect
3. Responsibility
4. Compassion and Generosity
5. Justice and Fairness
6. Trustworthiness
Bell et al. (2005) suggest that writing volunteer handbooks that are in alignment with the
procedures and ethic code of the employer manual is a strong way to be sure that volunteers are
aware of what is expected of them. It is important that the ethical frameworks identified by the
organization include the voice of volunteers and lower level staff, and are kept current and up to
date to consistently (Bell et al., 2005). Proper orientation, selection, and placement of volunteers
allows for volunteers to be informed as they begin their work with the organization.
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so many various other roles in the community. What motivates individuals to give of their time in
order to help others? Volunteer coordinators need to have a strong grasp on the reasons that
volunteers chose to volunteer in order to build successful volunteer programs. Before a nonprofit
can recruit and retain volunteers, it is critical that they understand each individuals motivation to
become a volunteer (Bussell & Forbes, 2002). The awareness of what exactly makes an
individual feel satisfied in their work as a volunteer provides the basis for the making of a strong
partnership.
There are multiple dimensions of volunteer motivation. Altruistic motives, moral duty or
obligation, and instrumental motives such as gaining new experience are very common motives
(Jager et al., 2009). For many, volunteering is deeply based in altruism. Volunteerism is an action
that is satisfying to the individual, pleasing to the self, which enhances feelings of value and
merit (Yanay & Yanay, 2008). Boezeman and Ellemers (2008) cite personal relationships as a
relevant motivating factor for volunteers. Finkelstein (2010) states that collectivists and
individualists disagree on why volunteers choose to volunteer. Her study states that volunteers
are motivated by altruism and the desire to strengthen social ties, while individualists believe that
volunteers are more motivated by egoism and developing an identity through career related
activities (Finkelstein, 2010).
Volunteer work is not always completely altruistic. Research cites more egoistic
motivations, some see volunteering as a way to gain opportunities in their careers, to learn and
prepare themselves for higher skilled salaried positions (McAllum, 2013). Volunteering assists to
expand and develop talents and interests that one may not be able to develop through paid
employment (McAllum, 2013). Wolf (2012) provides an even further expansion on the
Volunteer Management 11
motivations of volunteers citing volunteers who state the following additional motivations: sense
of self satisfaction, desire to meet new people, learning about a new field, creating/maintaining
an organization, developing professional contacts, providing entry to a particular organization,
and social panache. from the good feelings of helping others to valuable skills, a greater sense of
community, to professional development and networking, volunteers have a lot to gain from their
unpaid work.
Volunteer motivation is complex and cannot be simply identified as altruistic or egoistic.
Research of the systemic quality of life model suggests that volunteer motivation is a complex
combination of egoism and altruism, based in idea that quality of life is directly related to the
quality of life of others (Shye, 2010). Shye (2010) states that individuals take an interest in the
well being of their own human environment. One study suggests that volunteers of lower
incomes were motivated by altruism and personal reasons that those of higher incomes (Hwang
et al., 2005). Understanding volunteer motivation on a deeper more individual level has potential
to be beneficial in the selection and placement of volunteers into their appropriate positions
(Shye, 2010).
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Recruitment/Selection
Organizations with large numbers of volunteers entering into the organization to
volunteer have either discovered the secret to strong volunteer recruitment, or they have devoted
time to designing programs that attract community members to participate. Attracting volunteers
to partner with organizations to create positive change in the community requires knowledge
about the current volunteer demographics and motivation, an organized volunteer program, and
strong marketing strategies.
According to Dolnicer and Randle (2007) organizations can target specific volunteers
based on their motivation by using messaging that they will find meaningful. The best way to
reach altruists is by informing volunteers of the organizations dedication to serving others
(Dolnicer & Randle, 2007). While the best way to recruit those who have more socially driven
motivation would be to put on social events. And a method for recruiting volunteers who are
motivated by the idea of gaining professional experience would be drawn in by the knowledge
that their volunteer work will help them gain specific skills training in their field. It is important
to understand the needs of each volunteer and use a variety of methods in recruitment in order to
reach a diverse group of volunteers.
Some messaging can be problematic for volunteer recruitment. Boezeman and Ellemers
(2008) argue that the nonprofits that portray their high success rates are also portraying the idea
that volunteers are not needed, and that the organization is successful without the help of
volunteers. Volunteers want to feel that their help is truly causing a positive impact in the
community and within the organization. It is important that marketing and messaging to
Volunteer Management 13
volunteers stays in line with the mission, always reaffirming the need for assistance in creating
positive change in the community.
After volunteers have been recruited, selection and placement is a process that takes time,
planning, and strong leadership. One role of the volunteer manager is to interview, select, and
place volunteers in positions that fit both the needs of the organization and the individual (Wolf,
2012). Selection includes an application and interview process. The interview is an opportunity
for the potential volunteer to meet with a volunteer manager and for both parties to feel that their
needs will be met in this new partnership (Wolf, 2012). Properly vetting and taking the time to
understand the needs of the volunteer in selection and placement will maintain higher overall
volunteer satisfaction in the long term.
Brudney & Mejis (2009) argue that organizations can get into a cycle of constant
recruitment and selection of new volunteers, which takes away valuable organizational time and
resources. A focus on volunteer recruitment detracts from volunteer retention. If volunteers are
always being recruited, there is less of a need for volunteer retention, and on the other hand, if
volunteers are not retained, consistent recruitment is needed (Brudney & Mejis, 2009). A delicate
balance must be struck in order to sustain a dynamic volunteer program that not only brings in
fresh new ideas and excitement from new volunteers, but also retains dedicated volunteers to
continue to strengthen the organization.
Retention
Recruiting, selecting and training volunteers takes a large amount of time and resources.
Retaining those volunteers is one of the largest struggles that volunteer managers and nonprofit
Volunteer Management 14
organizations sustainability. About 35% of volunteers will leave within the first year, and the
average time that a single volunteers spends with an organization is a year and a half (Davila,
2008). High turnover in a nonprofit can decrease the level of service that the organization is able
to provide in the community (Skoglund, 2006). It is an important responsibility of nonprofit
organizations to develop programs that understand the needs of each individual volunteer and
how to meet those needs.
Understanding individual volunteer motivation and providing a space for volunteers to
carry out their needs will result in long term satisfaction and commitment to an organization.
When organizations provide opportunities and tasks that match an individuals main motivation,
the volunteer will generally be more satisfied and continue to serve with the organization
(Stukas, et. al., 2008). It is with a strong understanding of motivation that can organizations can
keep volunteers involved with the organization.
The design of volunteer tasks can have a positive impact on volunteer satisfaction.
According to a study performed by Millette and Gagne (2008), tasks should be concise,
providing a specific timeline from start to finish. Their research suggests that volunteer positions
should be clearly related to the mission of the organization, and volunteers should have the
opportunity to see how the work they do is directly benefiting those impacted by the organization
(Millette & Gagne, 2008). Tasks should provide opportunities for volunteers to gain new skills,
and all staff should all understand the importance of training volunteers. Volunteer tasks should
be designed and adapted with each individual, allowing volunteers a sense of autonomy. And
finally, volunteers should receive constructive feedback so that they are aware that they are
learning and the work that they do is meaningful (Millette & Gagne, 2008).
Volunteer Management 15
When organizations provide detailed volunteer job descriptions, volunteers are able to
construct realistic psychological contracts (Kim et al., 2009). When volunteers and organizations
begin a partnership with a strong psychological contract, volunteers are more likely to meet the
needs of the organization, and to continue to volunteer. Organizations must also continue to
provide feedback. Job duties should be made clear and organizations should provide current and
correct information before volunteers begin their work with the organization. Volunteers should
have a diverse set of tasks that they enjoy, avoiding repetition.
Volunteer retention is extremely important for nonprofits to consider. When volunteers
are given the freedom to voice their feedback in a constructive way, they are more likely to stay
(Garner & Garner, 2011). . Garner and Garner (2011) found that those who are motivated to
volunteer based on their values, are more likely to stay than those who volunteer for career
motivation. Providing a space for volunteers to voice their complaints, understanding their
motivations, and selecting volunteers who truly align with the mission of the organization are
positive steps organizations can take in order to keep their volunteers for the long term. In
addition, when volunteers are given specific goals, with a balance between being independent
and working with others, and they leave with a sense that they are assisting others, they are more
likely to continue their volunteer work with the organization (Hidalgo & Moreno, 2009)
Training
Volunteers who are passionate about the mission of an organization may lack the skills
necessary to complete various tasks related to volunteer positions. If a volunteer has the passion
and is driven by the mission of the organization, this commitment will be strengthened by the
Volunteer Management 16
offering of professional development training. Volunteer motivation and retention are both
closely tied to volunteer training. Volunteers who are motivated by the idea of professional
development will be more satisfied and more apt to continue to volunteer.
Training serves as a practical means for volunteers to perform better in their volunteer
positions, increasing the capacity of the organization to serve to the community. Some volunteer
positions require more training than others. It takes a large investment of time and resources to
create a comprehensive training curriculum designed to support individuals with limited
education and experience to instruct a classroom (Yagi, 206). In order for volunteer instructors
who do not have a background in education to lead dynamic and effective courses, they must be
provided with proper training. Training for hospice volunteers was largely developed and
implemented by the volunteer manager (Lyles et al., 2010).
Training provides a unique opportunity to build a culture of community and inclusiveness
within the organization. Volunteers are more satisfied with their positions if they are able to gain
a sense of community, and it was the training sessions that provided volunteers with the
opportunity to get to know one another (Costa, et al, 2006). In a study of the volunteer training in
hospice care programs, Lyles et al. (2010) reported that volunteer training which occurred
separately from the staff could have contributed to the reasons that volunteers felt
underappreciated by the employees that they worked with. This may have been avoided had the
volunteers been given the chance to build relationships with the staff in a training setting.
Nonprofits that are able to develop inclusive and intensive trainings that allow for genuine
interaction with other volunteers and staff, while providing the opportunity to learn a new skill,
are more apt to retain their volunteers for the long term.
Volunteer Management 17
Many organizations lack time and resources to develop proper trainings. Therefore it is
very important that nonprofits research the most effective and innovative means to deliver
trainings. According to Lyles et al, (2010) developing an online training program can improve
the continuing education of volunteers, while lowering costs, and while also increasing retention
rates by offering a more specialized training which matches the volunteers roles. Online training
programs are an effective and affordable way to provide information to volunteers, but this form
of training does lack an important element of social interaction not only with staff but with other
volunteers. Providing cost effective training does require the initial investment of planning, but
will be worth the time and resources in the long run, as it provides for greater volunteer
satisfaction and retention.
Other HR Issues
Before an organization can begin the recruitment process it is important that they assess whether
or not the organization is prepared to take on the responsibility of recruiting, training, and
working to retain volunteers. Nonprofits should take steps to plan volunteer job descriptions and
supervision. All staff should understand their role in the volunteer process.
ARTICLE ON STAFF ??
Policies and procedures for managing volunteers should be as close as possible to
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Volunteer Management 19
if a volunteer is able to prove that the organization did not perform a thorough screening and
selection, the court could side against the organization.
Organizations need to plan accordingly in the event that a volunteer is injured during
their service. Before a volunteer begins their work, it is important that they understand if the
organization has an insurance policy and what sort of coverage they would receive if they were
injured during their volunteer work (Folk, 2013). Because volunteers are not employees and not
covered under workers compensation, they are entitled to sue for any injuries that occur while
volunteering with the organization (Folk, 2013). In order to mitigate this risk some organizations
have their volunteers sign waivers, agreeing that they won't sue the organization.
Conclusion
Volunteers are a critical part of the nonprofit sector, and with excellent volunteer
managers organizations can effectively create and maintain successful and innovative programs.
Volunteer management is greatly related to best practices of management
An exploration of the current academic literature regarding volunteer motivation,
recruitment and selection, training, and retention shows how interconnected each of these themes
are. Volunteer managers must tailor recruitment and retention strategies to fit the needs of each
volunteer based on their individual motivation. Training is an excellent tool to retain volunteers,
Volunteer Management 20
especially those motivated by the idea of advancing their careers. Proper selection and training
help to prevent risk both to volunteers and to the organizzation.
It is crucial the volunteer managers spend a sufficient amount of time and resources
developing a strong risk management program in order to be sure that
Volunteer Management 21
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Boezeman, E.,& Ellemers, N. (2008). Volunteer recruitment: The role of organizational support
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Costa, C., Chalip, L., & Green, C. (2006). Reconsidering the role of training in event volunteers
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