Recruitment and Sustainability in Non Profit Organizations
Table of Contents
Recruiting and sustaining volunteers
Proposal & Recommendations
A volunteer is a person that freely and by choice executes a service without receiving salary (Random House, 2011). As a volunteer one devotes personal time to honorable organizations while relinquishing from financial settlement. Nonprofit organizations rely substantially on volunteers to be able to operate successfully and efficiently. The ramification of voluntariness is reduced operational costs, which in return give a greater range for spending on other important areas within the organization. Based on data from 2009, the national volunteer rate in the US was 26.8 %, approximating to about 63.4 million volunteers, which again is equal to 8.1 billion hours of volunteer work. These hours in terms of capital would generate about 169 billion dollars (Corporation for National and Community Service, 2010). It is essential that nonprofit organizations retain a steady rate of volunteers at all times because the hours generated can determine the success or failure of an organization. For the number of volunteers to be optimal, it is important that organizations not only motivate and support current volunteers, but that they are able to promote themselves to further locate and recruit new volunteers to join the organization (Bussell, H., & Forbes, D. 2002). There are several theories and strategies on how to attract and recruit volunteers, unfortunately these strategies are usually based on results from evaluations and studies of for-profit labor. Because nonprofits restrain from financial settlement, they have to emphasize and advertise the intangible benefits volunteering brings out, such as increased buoyant identity (Boezeman, E. J., & Ellemers, N. 2008). Recruiting and sustaining volunteers
For volunteers to keep volunteering in a nonprofit organization they must have a sense of organizational commitment. This occurs when one “identifies with a particular organization and its goals and wishes to maintain membership in the organization” (Robbins, Judge, 2009, p.79). Specifically, affective commitment applies to volunteering, “an emotional attachment to the organization and a belief in its values”. (Robbins, Judge, 2009, p.79). By relating to the organization, and sharing the same beliefs and values, one is more likely to keep volunteering (Boezeman, E. J., & Ellemers, N. 2008). Job involvement is also a crucial step to sustain the level of volunteers. If the volunteers can connect and relate to the service performed, vigorously take part of the process, and appreciate and apply the final performance to one’s own identity and value, one portrays a high level of job involvement (Robbins, Judge, 2009, p.79). Recruitment in nonprofit organization can be a challenge. People usually respond positively to a paycheck when labor is needed, but when there is no form for material or tangible reward, the positive feedback remains. Research has found that the social identity theory is applicable when it comes to recruitment of volunteers in nonprofit organizations (Social Identity Theory. 2002). The reason for this is because social identity theory addresses intangible outcomes, such as self worth, as an incentive for group desirability. Social identity theory suggests a rational conceptual structure to further investigate the organizational structure of current volunteers. This structure proposes that people obtain their self-image somewhat to their group and nonprofit organization. Further, it suggests that part of self concept obtained from these nonprofits is applied to social identity (Boezeman, E. J., & Ellemers, N. (2008). Survey Data
A survey (see Appendix 1) was sent out online using the website SurveyMonkey on...
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