Literature Review

Amanda Evans

Literature Review

September 18, 2013

            Many programs, non-profit and otherwise, function with the assistance of volunteers.  Volunteers are often times easy to bring in the door for a one or two-day shot but finding the trick to keep the volunteers returning seems to escape those most in need of the support.  So what does it take to retain volunteers?  How do we keep volunteers coming back?  Some agencies seem to know the trick so what can we learn from them?

            It is important to note that agencies vary so much in purpose that sometimes it can be difficult to make ideas universal.  These articles review some specific ways certain agencies retain volunteers but I think that they all offer ideas that can be extended beyond just the field they work within.  Agencies of any content can use these ideas.

            In the first article by Jacobson, Carlson, and Monroe, research was done within the Florida Fish and Wildlife Conservation Commission (FWC.)  This article focuses on how the FCW was able to continue to meet the needs of the program while facing budget cuts and staff shortages.  The FWC completed a study to see what the motivation was behind those who volunteered.  They also wanted to explore the satisfaction of those who participated within the program.  Through their research, the FWC feels they are able to offer suggestions to other nature-based programs.  I would suggest that what they could take it a step further and the ideas they were able to latch onto are important ideas I all programs that use volunteers, not just those that are nature-based.

            The FWC focused on two main ideas.  Why were volunteers motivated to volunteer in the first place and then what kept them there?  The FWC found that the motivation for most of the volunteers was to help the environment.  This makes sense seeing as how this is a nature-based program. 

How does this idea travel across all genres?  The FWC was able to tap into a population that had the desire to help the environment, which was also their mission.  In order to keep volunteers, we must first do a better job of matching volunteers with programs that meet and match their beliefs and ideas.  We must find volunteers who are not there for the volunteer hours but are there for the passion of what the program is doing. 

This article also mentions that jobs, such as secretary or paperwork, that seem less associated with the mission need to be discussed with volunteers so that they can see how that aspect of their work is still supporting the environment.  This is true with all volunteer opportunities.  Usually the volunteer work is  not glamorous, so we need to help volunteers see how each piece fits together to help the big picture.  This understanding may encourage longer participation than the feeling of, “Oh, I don’t help, I just answer phones.”

The FWC also looked at the satisfaction of the volunteers.  They found that volunteers enjoyed the opportunities to talk among each other and exchange ideas with their fellow volunteers.  They were able to take these ideas and apply them to the program.  This allowed empowerment and engagement to occur.  Volunteers were able to not just be in the moment but were able to become part of the program.  They also were given recognition for the appreciation of their time.

These ideas can be used across the spectrum in that the volunteers were given the opportunity to have some say and share their ideas within the program.  Allowing volunteers to give input and have a sense of empowerment is key in keeping volunteers satisfied.  Keeping them challenged and allowing them to problem-solve keeps them coming back.  Recognizing their efforts and their time is important too.  Everyone enjoys appreciation being shown.

Another article, by Garrity, focused more on volunteering with the purpose of gaining employment or skills for employment.  It discusses a volunteer fire department’s incentives for volunteers.  They offer them opportunities to volunteer while furthering the education they may need to eventually be paid.  They are volunteering in a field they are passionate enough about to make a career out of it.

While this idea is clearly not feasible for most volunteer situations, the root of the idea is reproducible.  What skills are we able to give volunteers that can be used in other arenas?  Are we clearly stating these skills when we work with volunteers?  Are we selling the benefits clearly enough that volunteers can see the personal gain, if that motivation is needed?

The third article I reviewed, by  Vecina. Chacón, Sueiro and Barrón looked at how work satisfaction could be compared to volunteer satisfaction.  While often work motivation is monetary, we know this cannot translate over to volunteer situations.  So, do they relate?  This study looked at the piece engagement plays.  Similarly to the first article, if volunteers are enjoying what they doing and involved in something that matches their interests, they are more likely to stay.  The article compared volunteers on the basis of just engagement alone and then also the three component method (vigor, dedication, and absorption.)

I believe there is huge importance in vigor, dedication, and absorption.  I think all three of those words can be applied to volunteer work.  These are traits we need in our volunteers.  We need, not just involvement, but engagement.  We need volunteers that do not just show up but show up and work and are there with all their hearts.  The study found that this model was the model that seemed to, not only retain volunteers, but retain volunteers who have satisfaction and good work ethic.

A second article, by Boezeman and Ellemers, looked at similar factors, comparing work satisfaction to volunteer satisfaction.  What they found was similar to the previous article.  Satisfaction is important whether it is a paid position or volunteer work.  The point that is very important from this article is that satisfaction in volunteer work is more important than satisfaction in career.  Most of us have to continue working in order to keep our homes and cars or to eat.  Volunteer opportunities are people giving their own time with no monetary gain.  Satisfaction is even more important because people do not have to volunteer.  The satisfaction piece is very important to keep volunteers returning.

Boezeman and Ellemers also note that intrinsic satisfaction is important.  The satisfaction found in volunteer work is not monetary, as previously noted, but has to be found within.  This is where the role of those facilitating the programs need to offer support and empowerment to volunteers, in order to help them tap into the satisfaction they get from volunteering.  The satisfaction could be from helping the environment, helping others, or perhaps gaining skills.  Whatever the reason, they need to be able to find satisfaction within it.

Jorge Barazza also offers some ideas in his article that relate to the others.  A few of these articles have talked about how satisfaction is important and matching the mission of what is important to the individual and what is important to the program with which they are volunteering.  Barazza discusses how the expectations going into a volunteer situation are key in retaining volunteers. As I stated in the beginning, we need to be sure we are matching volunteers with programs that are appropriate for them. 

Starting a new volunteer opportunity can be exciting but also scary and intimidating.  Communication at the beginning of the volunteer experience is important so as to set appropriate expectations.  If volunteers are coming in excited, we want to keep them excited.  The excitement can be sustained when we help volunteers establish realistic expectations of the experience. 

The article also discusses that if a person goes into an experience with positive emotions, they are more likely to have a positive experience.  This ties back to the motivation piece in the first article.  If someone is just doing volunteer work for the sake of volunteer hours, they are probably less likely to have a positive emotion going into the experience.  If they are volunteering with a cause that they do not fully support, they may also have a negative outlook on the situation.  This helps point out the importance of appropriately matching volunteers with volunteer opportunities and helping volunteers find that intrinsic satisfaction. 

These articles all give important ideas that can be directly applied to the field, whether they match the specific field or not.  We need to help volunteers find an appropriate volunteer opportunity so that their expectations are appropriate and they are not dissatisfied.    We also need to allow opportunities for volunteers to feel empowerment.  They need to have opportunities to discuss ideas and build on what they are doing.  Volunteers need to be able to identify benefits in what they are doing.  Whether they can identify personal gain or community gain, they need to find the purpose in what they are doing.  Lastly, engagement is important.  Volunteers need to be fully engaged in order to find their intrinsic satisfaction.  When we start talking about these issues and thinking about them when working with volunteers, we are looking at retaining volunteers and having better run volunteer programs.

General Themes	Implications
Volunteers need to find opportunities that match their personal beliefs and goals.	If a volunteer can work for a cause they believe in, they are more likely to continue volunteering.
Volunteers need opportunities to talk with peers and build and implement ideas.	Volunteers who can take ownership in their project and really feel the difference they are making are more likely to remain.
Volunteers need to be able to identify benefits to themselves and their community.	Volunteers who can find meaning in their work and see what gains they are making, as well as the purpose they are working toward, are more likely to stay.
Volunteers need to be engaged, not just involved.	Volunteers who can become engaged will work with vigor and dedication.

Resources

Barraza, J. (2011). Positive emotional expectations predict volunteer outcomes for new volunteers. Springer Science Business Media, LLC, 35, 211-219. doi: 10.1007/s11031-011-9210-4

Boezeman, E. J., & Ellemers, N. (2009). Intrinsic need satisfaction and the job attitudes of volunteers versus employees working in a charitable volunteer organization. Journal of Occupational and Organizational Psychology, 82, 897-914. doi: 10.1348/096317908X383742

Garrity, T. J. (2012). Using educational incentives to retain volunteer firefighters. Fire Engineering, 165(10), 12. Retrieved from http://www.fireengineering.com/articles/print/volume-165/issue-10/departments/volunteers-corner/using-educational-incentives-retain-volunteer-firefighters.html

Jacobsen, S. J., Carlton, J. S., & Monroe, M. C. (2012). Motivation and satisfaction of volunteers at a florida natural resource agency. Journal of Park and Recreation Administration, 30(1), 51-67. Retrieved from http://js.sagamorepub.com/jpra/article/view/2542

Vecina, M. L., Chacon, F., Sueiro, M., & Barron, A. (2012). Volunteer engagement: Does engagement predict the degree of satisfaction among new volunteers and the commitment of those who have been active longer?. Applied Psychology, 61(1), 130-148. doi: 10.1111/j.1464-0597.2011.00460.x