five directions for volunteer management research
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Motivational profile, role identity and volunteer embeddedness
Gerry Treuren and Natalie Potter
AOM symposium, San Antonio, August 16
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Growing challenges for volunteer managers
Recruiting and retaining the right
volunteers
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HRM and OB offers new approaches to volunteer attraction and retention
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1. Message-matching-based approach to recruitment and retention
• First proposed by Clary et al. 1994, 1998• Argued that the motivational emphasis of the
recruitment message attracted volunteers with the same motivational orientation
• The more congruent the recruitment message is with potential volunteer motivation, the higher the intention to volunteer
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If the message-matching approach is well-founded…
• Organisations can design better strategies for recruiting preferred motivational types
• Can be expanded to include motivationally appropriate retention strategies
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Limits to the current research
• Only tested using student samples• Has only looked at intention to volunteer, not
actual volunteering• This approach hinges on getting volunteer
motivation right
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A message-matching research program
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2. The Associative-Supportive motivation
• Treuren (2009) proposed the Associative-Supportive motivation based on studies of event and sport volunteering
• Associative-Supportive motivation: Volunteer has a strong attachment to the organisation or activity. They participate to (i) be involved and (ii) to ensure its success.
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Some evidence for the Associative-Supportive motivation
• Strong qualitative and descriptive evidence in event and sport volunteering
• Clary et al (1998) Volunteer Functions Inventory + A-S factor structure works: • Sport event volunteers (N=207)• Health-based volunteering (N=203)
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Implications of the Associative-Supportive motivation for recruitment and retention
Enables better recruitment and retention strategies:
• Recognition of A-S motivation enables more accurate description of volunteer motivation
• Enables better targeted message-matching
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Research Questions
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3. Recognition of volunteer profiles
• Kiviniemi et al (2002) highlighted the multiple motivations of volunteers• Promise of identifying generic volunteer types
• Identifying generic volunteer types will assist message-matching approaches, and thus lead to better recruitment and retention
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Current volunteer profile research
• Sparked several papers that used cluster analysis and latent class analysis techniques to identify generic volunteer types
• Current research is inductive and sample specific: use of a variety of scales prevents the identification of generic types
• No testing of approach
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An example of volunteer profiling
• Cluster analysis of motivations of 588 event volunteers drawn from 5 organisations
• 6 distinct types of volunteers• Three varieties of enthusiasts• Two varieties of reluctant volunteers• One variety of instrumentalists
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Research Questions
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4. Role Identity of volunteers
• Volunteer role identity is that aspect of self-concept that sees ‘volunteering’ as part of their identity and personality• ‘I am a volunteer at ----’
• This belief about self can influence volunteer behaviours and expectations
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Role Identity of volunteers
• Role identity is negligible at first – people typically volunteer initially for other reasons
• RI emerges soon after commencement• As people continue to volunteer, they develop
a sense of themselves as ‘volunteers’• This identity consolidates their volunteering
involvement
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Volunteer Role Identity and tenure
Unclear – how RI develops over time
Volunteering starts
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Organisational benefits of managed Role Identity
• Research has pointed to the importance of volunteer role identity – RI positively correlated with:• organisational commitment• ‘employee’ engagement• organisational identification• reduced intention to leave
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Role Identity as moderator of the relationship between Psychological
Contract Breach and Intention to leave
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Role of volunteer Role Identity
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Managing Role Identity
• Cultivation of role identity can lead to better retention and - eventually - better recruitment
• How? • Recognising and finding legitimate forms for
volunteer ‘ownership’ • Appreciating the different forms taken by
volunteer engagement
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Propositions to be tested
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Propositions to be tested
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5. The ‘job embeddedness’ of volunteers
• Job Embeddedness Theory (JET) holds that employees are bound to their organisations by an idiosyncratic collage of perceptual, cognitive and structural factors
• Some of these factors can be manipulated by management to increase retention
• Potentially directly applicable to volunteers
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So what is JET?
• Volunteer attached to organisation by: • Organisational and community fit• Organisational and community linkage• Organisational and community sacrifice
• The greater the embeddedness, the more ‘connected’ and the lower the intention to leave
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Moderating role of volunteer embeddedness
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Consequences of managing employee embeddedness
• JET research has found that the different elements of embeddedness reliably predict employee outcomes such as:• Employee attachment and engagement• Organisational citizenship behaviours
• Moderator of dissatisfaction and shock
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A framework for volunteer management
• Tools for a framework of volunteer attraction and attachment:• A model of recruitment• A model of retention
• Provides a diagnostic tool for management interventions
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• Volunteers decide to participate for a variety of reasons related to their community connection
• Continuing volunteering can be explained through the growing organisational embeddedness
• Management can adopt practices that integrate volunteers into the organisation
Implications of JET for volunteer management
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Propositions to be tested
Highimpact
Highimpact
Lowerimpact
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Propositions to be tested
Mediumimpact
Mediumimpact
Mediumimpact
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A JET model of volunteer recruitment and retention
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Research challenge
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Three potential research directions