Motivation

Volunteerism research has produced a wide range of palpable evidence supporting various motivations for volunteer involvement, including but not limited to humanitarian and altruistic concern for others; an unassuming yearning to help; a desire for satisfying self); an unwavering commitment to an organization’s mission; rewards; appreciation; or the reputation of an organization. While nonprofit and public organizations continue to rely heavily on volunteer support, there is still no simple answer to determine what motivates individuals to not only volunteer but also return on an ongoing basis. One tangible resource that has proven to aide in engaging volunteers is the Volunteer Functions Inventory (VFI), first proposed in 1998 by Gil Clary and Mark Snyder.

In this quarter’s Research to Practice, author and volunteer management consultant Tonya Howard Calhoun looks at a study that provides an online VFI for 155 registered volunteers working for different NGOs and NPOs in Saudi Arabia. The goal of administering the VFI was to determine the significance of the six functions measured by the VFI to volunteer behavior in the Saudi cultural context. The study not only illuminates the effectiveness of the use of VFI instrument across cultures, but also confirms that the VFI can help design training manuals for volunteer organizations, as well as enhance the volunteer management practices of recruitment and retention.

 

The world is evolving and volunteers with it. Today’s volunteers have diverse lifestyles, preferences, and needs that must be accounted for when volunteer managers develop volunteer roles and fine-tune their personal leadership approaches. That said, one thing remains constant: the key psychological processes that drive human behavior.

New discoveries in brain science, psychology, and human behavior are disrupting business as usual and creating new opportunities to connect, collaborate, and mobilize volunteers for the greater good. In this feature article, volunteer engagement consultant and trainer Tobi Johnson presents four well-researched brain phenomena that she argues can be strategically tapped to engage and sustain volunteer participation at your organization.

Volunteer stress is an important topic. While there are a good number of studies looking at this in terms of implications for the volunteer’s health and well-being, this quarter’s Research to Practice reviews exploratory research that analyzes the issue from an organizational perspective. Gathered from a sample of attendees at the Australian National Volunteering Conference in 2013, the data provides insights into sources and causes of volunteer stress, organizational responses, and desired organizational support.

And there’s good news: according to this exploratory study, a “wide range of volunteer stressors” appear to be “firmly within the purview of organizations to manage and ameliorate.”

Think of how meaningful and useful it would be to peer inside the heart of every one of your volunteers – to understand what is important to them, what inspires them, what gets them excited, what taps into their passion, and what keeps them dedicated to your mission. Or you could gain insight into the factors that may diminish their enthusiasm or make them feel a little less jazzed about serving the cause. 

Sound like some crystal ball fantasy? It doesn’t have to be. Leaders in high-performing organizations are already doing this through what is called coaching, a form of leadership that sounds deceptively simple yet takes skill to do effectively and some practice to master.

In this feature article, author Barry Altland shows how dedicating time to engage in scheduled, ongoing, and meaningful conversations with longer-term volunteers reveals what is in their hearts that drives their choice to continue to serve. The key? Ask the right questions. Listen intently. Probe a little deeper than the occasional, casual hallway conversation allows. As Altland explains, this strategic, purposeful, and proactive time investment can and will make the difference in sustaining the engagement of more volunteers.       

In this Research to Practice, Laurie Mook reviews a study examining factors that influence volunteer satisfaction and volunteer contributions, defined as a combination of the number of programs involved in and the number of hours served. Specifically, the study looked at leadership style and volunteer motivations. Mook explains that motives that predicted volunteer satisfaction were different from those that predicted contributions, and that transformational leadership impacted satisfaction but not contributions. In other words, the most satisfied volunteers are not necessarily the ones making the most contributions to an organization’s mission.

Mook also reviews the implications of these findings for organizational administrators who are looking to increase the contributions of their volunteers.  

 

One of the most powerful things a volunteer can do is see a need and start trying to meet it. With enough passion and hard work, that initial maverick will attract other volunteers to the cause and a worthy organization will emerge and grow. That evolution might expand over time to raising money, hiring staff, and moving volunteers to governing boards and service-assisting positions. That’s the history of most of the institutions and organizations we take for granted today.

In this article, we introduce Stephanie Myers, a recent MPA (Masters in Public Administration) graduate at Villanova University in Villanova, PA. As readers soon learn, Myers is a decidedly determined young woman who is taking steps to try and change the world through her role as a volunteer and her dedication to a cause: the unrecognized – and therefore untreated – mental health issues among student athletes. To address these issues, Myers founded Mind4Athletes, Inc. (M4A), an organization so new that it doesn’t even have a Web site yet. In this article, we get to know Myers and her work, and discuss why and how she decided to form M4A.

In future stories published over the next months and years, we’ll revisit Myers and M4A to see how things are going. We hope this shared journey will give our volunteer management readers insight into how to support mavericks, Millennials, and dreamers like Myers.   

Irish-Australian colleague DJ Cronin speaks his mind with passion and humor, reflecting on the importance of truly loving the role of leading volunteers.

I love my job. I am in love with my job. I intend to live forever! So far so good! But saying such things in today’s society can arouse suspicion. What? You are happy? It’s much more acceptable to say “I hate every minute of my job… “

Like any relationship, this love affair is not perfect. We all have the down days. We might even feel like storming out the door on some occasions. But to maintain healthy relationships, we need to work on them…I’d like you to reflect on your relationship with volunteer management as your job and will give you a few tips on what works for me with this lover.

In this feature article, Cronin proposes four key elements of success: authentic leadership, a sense of humor, excellent communication, and passion. He also shares tips for how to “keep the romance going” and what to do “if the relationship fails.”

Is he speaking in your voice?

Just think about it: What helps explain why organizations don’t bother giving volunteers proper training or structure? Why do paid staff often act as though volunteers aren’t really human? Why are milk and cookies universally present at volunteer recognition events? In this issue of Voices, Publishing Editor Emeritus Steve McCurley has the answer: “They think they’re elves!”

Although he has presented this talk at many conferences and workshops over the years, McCurley’s witty and thought-provoking discourse on elf management is presented here for the very first time in print. Enjoy.