The Challenges and Opportunities of Managing Volunteers - MA Thesis - Tewodros Shibru

The Challenges and Opportunities of
Managing Volunteers
The Case of
Volunteer Resource Management (VRM)
Practices of VECOD
By
Tewodros Shibru
June-2013
Ethiopian Graduate School of Theology
Addis Ababa
~ 1 ~
The Challenges and Opportunities of Managing Volunteers:
The Case of Volunteer Resource Management (VRM) Practices of VECOD
By
Tewodros Shibru
Thesis Advisor
Tekeste Teclu (PhD)
Thesis submitted to Ethiopian Graduate School of Theology in partial
fulfillment of the requirement for the degree of Masters of Art in Leadership
and Management.
15-June-2013
Ethiopian Graduate School of Theology
~ 2 ~
Thesis Declaration and Approval
Declaration
I, Tewodros Shibru, candidate for the Master of Arts Degree in Leadership and
Management at Ethiopian Graduate School of Theology, hereby declare that this thesis,
except the citations indicated in the text, s is my original work.
Tewodros Shibru
_____________________
Signature
15-June-2013
Thesis Approval
Thesis Approved by
Tekeste Teclu (PhD)
Thesis Advisor
_______________
Signature
Ledetu Alemu (Dr.)
Thesis Examiner
_______________
Signature
~ 1 ~
Abstract
This thesis describes the opportunities that exist in volunteerism and the
challenges encountered by those who want to utilize and manage this immense
resource. The thesis explains the principles, essential elements, best practices and
theories related with volunteerism. The research argues effective utilization of
volunteer resource entails the deliberate adoption of volunteer resource
management principles. To demonstrate this fact, an apparently successful
organization was selected as a case study and an in-depth examination of its
volunteer resource management practices was examined.
The intention was to examine factors that are enabling or disabling in the
recruitment and retention of volunteers. The literature review also scan the
theoretical frameworks, situation and value of volunteerism and its essential
elements and best practices.
This study employed qualitative study using a case study approach. The
researchs finding was in line with the prediction of the assumption that was made
at the outset of the study. It also backed up the theories, best practices and
elements of volunteer resource management in most cases.
The research found that the case under study was able to apply most of the
principles of VRM. It was able to recruit and retain large reservoir of volunteers
implying that other charities can follow suit.
~ 2 ~
Acknowledgment
My sincere thanks and appreciation goes to my wife Kelem Bekele (Qaqu) who
actually encouraged me and sent me to join EGST and helped me and stand by
me all the way. Thank you Qaqu! I also like to extend my thanks to my kids-
Iyesusawit and Applos-who were very understanding but eager too to see me
finish so that I can spend more time with them. Thank you both of you.
My deepest appreciation and thanks also goes to Dr. Tekeste Teclu who was my
instructor, course leader and finally a supportive and understanding thesis advisor.
Thank you also for your fatherly concern and all the efforts you have made in
matters of my personal life out of the school businesses. Thank you!
I would like also to thank my immediate supervisor and Retrak Ethiopia Country
Director, Dr. Lynnette Kay for her willingness to support me in my study and this
research and for reading my thesis and providing me with her feedback. Thank
you Dr. Lynn.
My gratitude to Ato Tadele Derseh, Executive Director of VECOD for allowing
me to make this case study on the organization. My appreciation also goes to staff
of VECOD Ato Yonas (Project Coordinator) and Wrt. Birtukan (Training
Coordinator) for their support in this research.
Finally, it is only God who deserves all the glory for everything comes from God
alone. Everything lives by His power, and everything is for His glory. To Him be
glory evermore. (Rom 11:36 TLB)
~ 3 ~
Acronym
CSO Civil Society Organization
EPRDF Ethiopian People Revolutionary Democratic Front
ILO International Labor Organization
NGO Non-Governmental Organization
SWVR State of the Worlds Volunteerism Report
TOT Training of Trainers
VRM Volunteer Resource Management
UN United Nations
UPS United Parcel Service
UNV United Nation Volunteers
VECOD Vision Ethiopia Congress for Democracy
VFI Volunteer Functions Inventory
WVS World Value Survey
~ 4 ~
Table of Content
Thesis Declaration and Approval .....................................................................................................................................2
Abstract ..........................................................................................................................................................................1
Acknowledgment ............................................................................................................................................................2
Acronym.........................................................................................................................................................................3
Table of Content..............................................................................................................................................................4
List of Figures and tables.................................................................................................................................................6
Chapter One: Introduction ...........................................................................................................................................7
1.1 Background....................................................................................................................................................................7
1.2 Rationale........................................................................................................................................................................7
1.3 Thesis Statement..........................................................................................................................................................10
1.4 Purpose of the research................................................................................................................................................12
1.5 Objective......................................................................................................................................................................12
1.6 Assumption..................................................................................................................................................................12
1.7 Scope ...........................................................................................................................................................................13
1.8 Research Questions......................................................................................................................................................13
1.9 Methodology................................................................................................................................................................14
1.10 Criteria for selecting sample ........................................................................................................................................15
1.11 Theoretical Framework................................................................................................................................................15
1.12 Definition of Terms .....................................................................................................................................................17
Chapter Two: Literature Review................................................................................................................................20
2.1 Situation of volunteerism.............................................................................................................................................20
2.2 Volunteerism and Altruism..........................................................................................................................................22
2.3 Types of Volunteerism ................................................................................................................................................23
2.4 Misconceptions and Myths about Volunteerism..........................................................................................................24
2.5 The Value and Benefit of Volunteerism......................................................................................................................26
2.6 NGOs and Government Role in Volunteerism............................................................................................................29
2.7 Management of Volunteers..........................................................................................................................................30
2.7.1 Essential Elements and Best Practices...........................................................................................................30
2.7.2 Organizational Variables in Volunteerism....................................................................................................31
2.7.3 Recruitment ...................................................................................................................................................34
2.7.4 Orientation.....................................................................................................................................................37
2.7.5 Training and Development ............................................................................................................................38
~ 5 ~
2.7.6 Recognitions..................................................................................................................................................38
2.7.7 Volunteers and Paid Workers Relationships .................................................................................................40
2.7.8 Resignation and Termination of Volunteers..................................................................................................41
2.8 The Level of Adoption of VRM among NGOs ...........................................................................................................42
2.9 The Situation of Charities and Societies in Ethiopia and Volunteerism......................................................................43
2.10 Theoretical Frameworks ..............................................................................................................................................45
2.10.1 A Sociological Theory of Volunteer Work ........................................................................................................45
2.10.2 Functional Approach to Volunteerism...............................................................................................................46
Chapter Three: Methodology Design and Data Collection.........................................................................................49
3.1 Introduction: Why Qualitative Study...........................................................................................................................49
3.2 Sampling Technique: Why Mixed Purposeful Sampling ............................................................................................49
3.3 Unit of Analysis: Why Case Study Approach .............................................................................................................51
3.4 Case Data Collection Methods ....................................................................................................................................52
3.5 Sampling for web-based survey...................................................................................................................................53
3.6 Triangulation ...............................................................................................................................................................53
Chapter Four: Case Data Presentation and Analysis .................................................................................................54
4.1 VECODs organizational profile .................................................................................................................................54
4.2 Analysis of organizational capacity on VRM..............................................................................................................58
4.3 Analysis of response of volunteer managers ...............................................................................................................62
4.4 Analysis of Volunteer Facilitators response ................................................................................................................64
4.5 Content analysis through direct observation................................................................................................................70
4.6 Analysis of interview done with key informants .........................................................................................................71
4.7 Analysis of Documents................................................................................................................................................73
Chapter Five: Findings, Conclusions and Recommendations ....................................................................................74
5.1 Findings .......................................................................................................................................................................74
5.2 Conclusion...................................................................................................................................................................76
5.3 Recommendations .......................................................................................................................................................77
Bibliography................................................................................................................................................................79
Annexes........................................................................................................................................................................83
Annex 1: Questioner to Assess Organizational Capacity on VRM.......................................................................................83
Annex 2: Questioner to Volunteer Resource Managers ........................................................................................................86
Annex 3: Web based survey to volunteers Powered by SurveyMonkey...............................................................................87
Annex 4: Web based survey result ........................................................................................................................................90
~ 6 ~
List of Figures and tables
Figures
Figure 1: Louis A. Penners conceptual model on the direct and indirect causes of sustained volunteerism.
___________________________________________________________________________________ 33
Figure 2: Length of Voluntary Service of Respondents (n=16)__________________________________ 65
Figure 3: Respondents' view on friendliness of VECOD staffs towards volunteers __________________ 65
Figure 4: Respondents' view Professionalism on the volunteer recruitment process at VECOD ________ 66
Figure 5: Match between volunteer skill/interest and Assignment _______________________________ 67
Figure 6: Respondents view on the presence of elements of VRM at VECOD ______________________ 67
Figure 7: Reasons for stopping volunteering in previous experiences ____________________________ 69
Figure 8: Overall Satisfaction of Volunteer Facilitators in their engagement at VECOD _____________ 69
Tables
Table 1: Civil society sector workforce as a percent of the economically active population, 1995 -2000: The
Johns Hopkins Centre for Civil Society Studies: _____________________________________________ 29
Table 2: List of Course offered by VECOD in its Leadership and Management Skill Development Training
program____________________________________________________________________________ 57
Table 3: Task description and number of volunteers _________________________________________ 59
Table 4: The level of satisfactions on the recognition activity of VECOD by volunteer facilitators. _____ 68
~ 7 ~
Chapter One: Introduction
1.1 Background
The origin of this thesis project began through the researchers personal quest that
he encountered in his previous experiences. The researcher has been involved in
volunteering since his teenage years. Being a volunteer himself, there were times
he was involved in managing and leading a large group of volunteers and paid
staffs. There were times of success and failure. There were times of conflict and
low morale that arose due to unclear boundaries between paid staffs and
volunteers. These and other experiences began a deeply held quest to examine
what went wrong in managing and leading volunteers in many organizations.
Thus, this has become the starting point of his quest to further study the subject in
detail.
The subject under the study is Volunteer Resource Management (VRM).
Particularly it concern with the management practice of homegrown volunteers.
The research is supported with evidence that come from previous research done in
the sector (literature review) and detailed description of the practice done on a
selected organization with a case study method. This research thus assesses the
homegrown volunteers resource management (VRM) practice of an NGO in
Addis Ababa in light of VRM best practices and theoretical frameworks. The case
study is to see whether the selected NGO is familiar with VRM, the level of its
adoption of the VRM practices and whether the elements of VRM have helped the
organization in motivating, recruiting and retaining volunteers.
1.2 Rationale
As part of the human resource, but with a unique nature and value of its own,
there are immense resources in the voluntary work force that is untapped and
unused. This massive resource would be beneficial in the wellbeing of both the
volunteer and the voluntary organization. However, the effective utilization of this
resource requires understanding the unique nature of volunteers and volunteers
resource management that is mostly taken for granted. Voluntarism is valuable for
development, social cohesion, active citizenship, inclusion and participation.
~ 8 ~
Nonetheless, according to the researchers view and based on his brief scanning
of Human Resource Management books that are available at his disposal, he
believed that voluntarism is not given due attention in the Human Resource
literature. However, volunteers need support and leadership to be most effective
and to sustain their commitment and involvement like any other requirement of
human resource management for paid workers. Unless volunteer resource
management is widely adopted and practiced, volunteers engagement will further
decline.
The other reason this topic needs to be researched is the deficiency of studies in
this area and thus to contribute knowledge to the sector. The UNs reported on the
State of the Worlds Volunteerism (2011) is the first of its kind with numerous
definitional and methodological issues on volunteerism. This Report recognizes
that research on volunteerism in developing countries still falls far short of hopes
and expectations and it also recommends that the research community needs to
extend its work on volunteerismespecially in the developing world.
1
It also
endorses the need for further study and research to refine our understanding of
the nature and extent of this expression of human endeavor
2
.The report further
argues that volunteerism has not been fully understood and articulated in the
development debate, hence implying the need for research in the area. In general,
it asserts research on the topic is at an early stage and needs to be intensified
3
.
The report also cited a survey made in five southern African states on
voluntarism, which found one significant gap in the area: the lack of academic
research
4
.
The other rationale behind examining this topic in light of non-profit and non-
governmental civil societies is that these organizations are initiated through
volunteers who wanted to solve a certain problem in the society. In this sector,
1
UNV, State of the Worlds Volunteerism Report: Universal Values for Global Well-being, 2011(New
York: United Nations Volunteers, 2011) 90-93
2
UNV, State, xx.
3
UNV, State, 12.
4
UNV, State, 17.
~ 9 ~
volunteering is one of the most accessible and effective ways for those who want
to contribute to their society. Even though the sector itself is voluntary, it is
plagued with inadequate ways of providing support for the management of
volunteer resource. According to a research conducted by UPS (United Parcel
Service) in the sector, the primary reason people stop volunteering is because of
poor management.
5
Especially charities and societies in Ethiopia need the effective utilization of
volunteers now more than ever. This is due to the Charities and Societies
Proclamation and its accompanying directive that impose restrictions on the
source of income and administrative expenses of every NGO. One coping
mechanism for charities and societies operating in Ethiopia could be adopting
volunteerism. By optimizing investment of volunteer time, civil societies may
build the capacity of the sector. This in turn requires appropriate and effective
management of volunteers by NGOs.
In addition, all major stakeholders such as donors, grant makers, members of non-
profit organizations, beneficiaries in the community and particularly the Ethiopian
government (through the Charities and Societies Agency and Bureaus of Finance
and Economic Development) are all keen to see a low percentage of
administrative expenses. One significant administrative expense that NGOs
expend is personnel expenses for salaries of their paid staffs. Consequently, these
stakeholders are keen to see that an NGO is doing its work with volunteers.
Particularly, donors and grant makers want to see a greater yield on each Birr they
contribute and invest so that the benefit goes to the ultimate beneficiaries to which
the civil society aims to render its services.
The other case for researching volunteer resource management in the non-profit
sector is that volunteerism itself is an expression of a healthy community and the
civil society sector
6
. Besides, volunteers need well-organized and intentional
management and leadership. However, even more than managing the paid staff,
5
Paige Tucker, A Guide to Investing in Volunteer Resources Management: Improve Your Philanthropic
Portfolio (UPS Foundation, 2003) 3.
6
Tucker, A Guide, 4
~ 10 ~
volunteerism has its own unique challenges due to the complex nature of the
environment in which it is exercised. Thus, civil societies in Ethiopia should
enhance their capacity to lead and manage this sector. By doing this, NGOs will
be able to boost their portfolio by increasing the Birr value invested in them and
insuring the communitys involvement.
1.3 Thesis Statement
There are opportunities of vast and untapped resources in the form of homegrown
volunteerism that are ready to get involved and contribute to the development of
the country.
7
Volunteerism has proven value and benefit for the health and well-
being of the individual volunteer, the voluntary organization and the community
as a whole.
Although volunteers consider their involvement and contribution to their
community as a rewarding activity by itself, volunteers need support and
leadership to be most effective and to sustain their commitment
8
. As one study
found no matter how well intentioned volunteers are, unless there is an
infrastructure in place to support and direct their efforts, they [volunteers] will
remain ineffective at best or, worse, become disenchanted and withdraw,
potentially damaging recipients of services in the process.
9
Thus, effective utilization of volunteer resource requires the deliberate adoption
of volunteer resource management principles. This is because volunteers need
every kind of support and leadership they get just like paid workers or even better.
In addition, volunteers have peculiar characteristics that distinguish them from
paid workers thus requiring a different set of human resource management
practices i.e. volunteer resource management.
Mostly, however, there are large gaps in our knowledge on the subject of
volunteerism in general and volunteer resource management in particular that
7
UNV, State, 93.
8
Tucker, A Guide, 4
9
Mark A. Hager and Jeffrey L. Brudney. Volunteer Management Practices and Retention of Volunteers.
(Washington: The Urban Institute, June 2004) 3
~ 11 ~
urgently need to be addressed.
10
Particularly, this urgent need should be
addressed in the NGO sector since these civil societies are the most accessible
ways of formal volunteering
11
. This study, therefore, tries to identify the level of
adaptation of VRM practices, its pitfalls, challenges and opportunities in a
selected NGO.
If an NGO exploits the vast volunteer resource at its disposal, it will lower its
administration expenses and be able to provide greater yield in their Birr value to
render services for its beneficiaries. This in turn creates an attractive environment
for grant makers, government, beneficiates and other stakeholders. Generally,
higher involvement of volunteers in this sector is an expression of a healthy civil
society.
Nonetheless, leading and managing volunteers is a challenging task. In fact, the
sector is plagued with inadequate ways of providing support for the management
of the volunteer resource because volunteerism is regularly taken for granted.
12
This research, by assessing the practice of a purposefully sampled organization,
identifies factors that are enabling/disabling organizations in facilitating/hindering
the use of volunteers to boost the civil societys capacity. In addition, the research
explains how leaders of NGOs can manage volunteer resources at their disposal.
Furthermore, since there is no one universal model of best practice
13
in volunteer
resource management the research also recommends best practice in culturally
contextualized ways of volunteer resource management from the assessed NGO
practices.
10
UNV, State, 93.
11
John Wilson and Marc Musick. "Toward an Integrated Theory of Volunteer Work: Who Cares? ."
American Sociological Review Vol. 62 (October 1997) 700.
12
Tucker, A Guide, 3
13
United Nations General Assembly, "Resolution 56/38: Recommendations on support for volunteering."
Resolution adopted by the General Assembly (New York, 10 January 2002) 3
~ 12 ~
1.4 Purpose of the research
In this study, the researcher intends to make an in-depth examination of the
volunteer resource management practices of a selected NGO. The purpose is to
find out factors that may be prohibiting or facilitating the effective utilization of
the volunteers. The findings help readers and NGO leaders to run effective
volunteer programs that boost the capacity and health of civil society.
1.5 Objective
The research intends to find out the obstacles and contribution of volunteerism
and produce a result and recommendations that challenge and encourage civil
societies to systematically exploit the vast volunteer resource for their advantage
through adoption of volunteer resource management principles. In addition, the
research will serve as a guide or resource on how to manage and lead volunteers
for organizations interested in involving volunteers.
1.6 Assumption
This study assumes that
a. There is a vast, willing and ready homegrown human resource in voluntary form.
b. The service of these volunteers is needed among NGOs since these organizations
are voluntary in their nature
c. Volunteerism, however, requires a peculiar management strategy to be effective.
The assumption is that misconception, unfavorable environment and poor
volunteer resource management in the voluntary (non-profit) organizations
undermine this enormous resource and take it for granted or under-utilize it. If
leaders and managers adopt the right practice of volunteer resource management,
organizations harvest from this vast resource and all involved benefit from
volunteerism. This paper assumes that the above-mentioned factors could be the
principal reasons organizations fails to utilize and retain volunteers.
~ 13 ~
1.7 Scope
There are myriads of variables as to why individuals do or do not volunteer. This
study does not intend to make a survey of that. There are also many organizations
that are using volunteer resources such as government organizations, formal and
informal community based organizations (such as Eddir, Mahiber, Debo & Iqub),
formal and informal types of volunteering, local and international NGOs, different
religious institutions, local churches and their respective denominations.
Delimitations: However, the scope of this assessment is limited to formal
volunteering in a selected NGO and its effort to utilize a homegrown
volunteerism. Although a larger proportion of volunteer action occurs in informal
volunteering, this assessment concentrates on examining the practice of formal
volunteering in the NGO setting that exemplify the practice of VRM in which
volunteering is undertaken on a regular basis.
There are also myriads of activities and functions that managers and leaders of
organizations perform for both paid and volunteer workers. However, this
research is limited to volunteer recruitment, motivation, benefit, development and
retention as factors to be assessed for effective volunteer involvement. It is also
obvious that there are clear limits (considering the size of assessment and the
extent of findings) in how the research can be extrapolated to reflect the national
practice.
1.8 Research Questions
i. What are the factors that enabled (or disabled) organizations to recruit and retain
their volunteers and that keep them motivated as they continue volunteering?
ii. What elements of volunteer resource management do civil societies need to adopt
to boost their capacity in effective program delivery for their beneficiaries?
iii. What kind of resources, infrastructure and benefits enable civil societies to recruit
and retain their volunteers?
~ 14 ~
1.9 Methodology
This research employs a qualitative research method particularly a case study
method. The assessment largely depended on data collection from primary
sources solicited through interviews (including key informants); semi structured
questionnaires and web based survey. A purposefully selected NGO is assessed
concerning its practices, challenges, and aspirations for their volunteer programs.
This selected NGO is Vision Ethiopia Congress for Democracy (VECOD).
The researcher utilized the case study method to assess current management
practices and/or challenges in this selected NGO. Depending on their availability,
the assessment also analyzed content of various documents such as human
resource manuals, plans, and articles of association, reports, etc on the intention
and actual level of utilization of volunteers. In addition, the research was
complemented by the use of secondary sources on volunteerism from elsewhere
in the globe, due to its universal nature and trends of volunteerism (although
conclusions from other contexts may need to be contextualized to the Ethiopian
context).
The research also adopted an assessment tool developed by UPS
14
to assist in
assessing the overall capacity of a civil society in support of volunteering. This
tool includes
i. Benchmarking tools: that ensure the effective volunteerism in an organization or a
community
ii. Questions to assess organizational capacity: used to assess an organizations
overall capacity to manage volunteer resources and volunteer based projects
iii. Elements of Volunteer resource management: basic components for successful
volunteer involvement which help to identify the strengths and weakness of the
infrastructure that support the organizations volunteer effort
The UN General Assembly resolution 56/38 recognizes that there is not one
universal model of best practice, since what works well in one country may not
14
Tucker, A Guide,9
~ 15 ~
work in another with very different cultures and traditions
15
. Since there is no
agreed methodology for measuring the extent of voluntary engagement, this
assessment attempted to find out what kind of volunteerism and its management
works well in the Ethiopian context.
1.10 Criteria for selecting sample
In order to select an organization for a case study, the following criteria are set in
place:
i. Organizations involving volunteers on regular basis,
ii. Charities or societies legally registered in Ethiopia and
iii. NGOs that have operated in Ethiopia for more than three years.
On the other hand, in order to conduct interviews of individual volunteers to
assess their experience of volunteering and volunteer resource management in
NGOs, the following criteria was set i.e. interviewees must have been involved in
formal volunteering for a period of more than six months in one NGO.
1.11 Theoretical Framework
The literature review mainly focused on providing a theoretical framework and
general assessment of the important components of the topic.
General Assessment: The literature review, in this section, examines previous
research done so far on this topic based on the literature listed in the
Bibliography. In this section, the researcher tried to examine the situation and
unique nature of volunteers and volunteer resource management. Distinguishing
particulars of the challenges of volunteer resource management are identified and
the vast opportunities that exist in volunteerism and its global trend will be
assessed. The review also examines best practices of leadership in leading
volunteers and discerns the value and benefit of volunteerism for all involved in
the sector.
15
United Nations General Assembly, Resolution 56/38, 3.
~ 16 ~
Theoretical Framework: As previously stated, the concept of volunteerism is one
area in which there is a lack of academic research. The concept is not fully
articulated and is in need of refinement. Despite these facts, the available
theoretical frameworks are used as a lens to view the practice. Consequently, the
research tested the theories themselves. To this end, this research used three
frameworks, the Six Themes of Effective Volunteer Involvement, Sociological
theory and a Functional Approach to volunteerism. This research adopted the six
themes that UPS
16
research developed in evaluating an effective volunteer
involvement in the non-profit sector.
The research by UPS found that effective volunteer involvement in civil society is
expressed by:
1. leverage and improved grant making
2. Corporate community involvement.
3. supports business objectives.
4. strengthens the sector by increasing capacity to deliver services.
5. requires organizational and community infrastructure.
6. requires training and development.
7. contributes to maintaining a civil society
John Wilson and Mark Musick proposed a Sociological Theory of Volunteer
Work. The theory adopted the perspective that, like other forms of work,
volunteers demand resource
17
such as material incentives, solidarity incentives
and purposive incentives. The underpinning principle of this theory is
volunteerism requires resources.
Another similar theoretical framework considered in this research is a Functional
Approach to Volunteerism. According to this theory matching volunteer
motivations to the benefits, that volunteerism provides results in positive
volunteer outcomes. Thus, the theory suggests that if an organization makes
available an array of tasks that satisfy varying functions, it would be able to
recruit from a larger pool of individuals.
18
Therefore, the approach theorizes that
16
Tucker, A Guide, 5.
17
Wilson and Musick, Toward, 709.
18
Barbara J. Houle, Brad J. Sagarin, and Martin F. Kaplan. "A Functional Approach to Volunteerism: Do
Volunteer Motives Predict Task Preference?" Basic and Applied Social Psychology (Lawrence Erlbaum
Associates, Inc., 2005) 343.
~ 17 ~
letting volunteers perform tasks with benefits that match their primary motives
should result in a positive volunteer experience, an outcome favorable to all
involved.
In relation to the literature review in particular and the thesis in general, the
researcher has listed in the Bibliography all materials that he has reviewed and
found to be relevant for this discussion.
1.12 Definition of Terms
Volunteer, volunteerism and volunteer work
Different authors have defined the terms volunteer, volunteerism and volunteer
work in many different ways. The researcher listed some of them here and lastly
he tried to adopt one working definition for this paper. Thus, some of the
definitions forwarded by different authors are listed below:
i. unpaid work provided to parties to whom the worker owes no contractual,
familial, or friendship obligations
19
ii. A desire to contribute to the common good, out of free will and in a spirit of
solidarity, without expectation of material reward.
20
iii. According to UNV, volunteerism is a basic expression of human relationships that
people need to participate in their societies and to feel that they matter to others.
Consistent with this definition are the values of volunteerism which embrace
solidarity, reciprocity, mutual trust, belonging and empowerment, all of which
contribute significantly to quality of life. In addition, volunteerism has the
following components that define it. Volunteerism should be performed out of
own free will (and should not as an obligation stipulated by law, contract or
academic requirement) without primarily financial reward. (However, this
definition recognizes the reimbursement of out of pocket expenses incurred by
19
20
UNV, State, iv.
~ 18 ~
volunteers such as transport to be justified). Volunteerism also should be for the
common good.
21
iv. Another author defined Volunteerism as long-term, planned, pro-social behaviors
that benefit strangers and occur within an organizational setting. Based on this
definition, volunteerism has four salient attributes: longevity, planfulness,
nonobligatory helping, and an organizational context.
22
v. The ILO manual on measuring volunteer work provides a working definition for
volunteer or volunteer work as unpaid non-compulsory work; that is, time
individuals give without pay to activities performed either through an
organization or directly for others outside their own household.
23
vi. Yet for another author, volunteerism, unlike the labor market and the informal
sector, is uncommodified
24
; unlike household labor, it is freely undertaken. Thus,
volunteering is identified as a type of work in which human effortadds value to
goods and services
25
vii. The UN General Assembly recommends the use of the terms volunteering,
volunteerism and voluntary activities to refer to a wide range of activities,
including traditional forms of mutual aid and self-help, formal service delivery
and other forms of civic participation, undertaken of free will, for the general
public good and where monetary reward is not the principal motivating factor.
26
Based on the above definitions, the researcher adopts the following working
definition for this paper. Volunteerism or volunteer work is unpaid and non-
compulsory work provided to a third party (either through an organization or
directly for others outside their own household). Volunteerism is performed
without any obligations and out of free will that emanates from a desire to
21
UNV, State, xx.
22
Louis A. Penner, Dispositional and Organizational Influences on Sustained Volunteerism: An
Interactionist Perspective. Journal of Social Issues 58 (2002) 448
23
ILO, Manual, 13
24
Commodification is the transformation of goods and services, as well as ideas or other entities (that
normally may not be considered goods) into a commodity. Thus by uncommodified it means volunteer
work is not being used or transformed into a commodity that is for sale.
25
26
~ 19 ~
contribute to the common good in a spirit of solidarity, without expectation of
material or financial reward. Monetary reward is not the principal motivating
factor. However, a reasonable reimbursement of out of pocket expenses incurred
by volunteers such as transport is justified but by no means equates to or
substitutes for a monetary value for the volunteer work.
Formal and Informal volunteering Formal volunteering is typically carried out
in the context of organizations; informal volunteering (which in this context
means helping friends, neighbors, and kin living outside the household) is more
private and is not organized
27
27
~ 20 ~
Chapter Two: Literature Review
2.1 Situation of volunteerism
The situation of volunteerism is widely assessed by the UN State of Worlds
Volunteerism Report 2011, which emphasized the untapped potential of
volunteering. It understood volunteerism to be a massive but largely invisible and
untapped resource
28
. It also states that volunteerism is an enormous reservoir of
skills, energy and local knowledge for peace and development
29
. This massive
resource is still miscomprehended and undervalued. The Report argues that this is
the right time for the contribution of volunteers to be understood as one of the
missing components of a development paradigm that still has economic growth at
its core
30
. Currently, volunteerism has not been articulated in the development
debate, particularly in the context of the Millennium Development Goals and is
largely absent from the peace and development agenda.
31
The UNV report cites the survey of World Value Survey (WVS)
32
in assessing
the situation of volunteerism and to the surprise of the researcher, East Asia and
Africa are on the top of the list for volunteerism and the lowest levels of voluntary
work were found in Western Europe.
33
Actually, however, there are no comprehensive surveys on the situation of
volunteerism at global level in general and in the developing world in particular.
Only some developed nations have done their own survey.
34
Australia is among
the few nations that has done a survey on volunteerism. Therefore, the researcher
28
UNV, State, xxiii.
29
UNV, State, 3.
30
UNV, State, xx.
31
UNV, State, xx.
32
The WVS is an ongoing longitudinal and cross-cultural survey covering public attitudes and behaviors
and undertaken on a five yearly basis. The minimum sample size is 1000 but larger sample sizes are
desirable. The WVS employs face-to-face interviews in the interviewees own environment. Survey
findings are publically available on the study website. The 1999-2004 study was the most recent WVS
wave employing a detailed questionnaire on volunteerism.
33
UNV, State, 20.
34
UNV, State, 3.
~ 21 ~
assumes reviewing the survey done in some developed countries may reveal
information about the situation of volunteerism in Ethiopia and the global trends.
Here it may be appropriate to see a national survey of volunteering issues done in
Australia by Volunteering Australia in 2009. The survey showed that among the
respondents, 37% were male and 63% were female volunteers. Among these, the
highest proportions were aged 55-64 followed by 45-54 age groups. In addition,
half of the respondents were employed (either full time or part time).
35
However,
the Report also acknowledges one exceptional country when it comes to
volunteerism survey. Bangladesh took the first ever-comprehensive national
volunteerism survey in 2010. This was the first of its kind ever carried out in the
country. The survey addressed all kinds of volunteering. One important finding in
this survey was that nearly 80% of volunteering occurred outside of formal
organizations.
36
In Volunteering Australia survey, a more relevant part of the review is the survey
of volunteer involving organizations and their volunteer management practice,
particularly the management and support given to volunteers. The survey assessed
the struggle of volunteer involving organizations to recruit, support and sustain
volunteers in their organization. The survey found that the adoption of volunteer
resource management process was highly related with the presence of a paid
manager dedicated to manage volunteers. Respondents gave the following
responses as to the important reasons for their decision to volunteer:
37
1. Knowing that my contribution would make a difference (80%)
2. Personal belief in a cause (67)
3. Location (65%)
4. Organizational values and principles (62%)
5. What I would get out of the role (54%)
There was only a slight change to the ranking when respondents
were asked to choose one that is most important to their volunteering
now
1. Knowing that my contribution would make a difference (38%)
2. Personal belief in a cause (19%)
35
Volunteering Australia. National Survey of Volunteering Issues 2009 (Melbourne: Volunteering Australia
Inc., 2009) 3-8
36
UNV, State, 17.
37
Volunteering Australia, National Survey, 3-8
~ 22 ~
3. What I would get out of the role (13%)
4. Organizational values and principles (12%)
5. Location (6%)
Another survey made in Canada on managers of 6,152 voluntary organizations
found that managers of volunteers were experiencing more difficulty recruiting
and retaining volunteers especially volunteers willing to make long-term
commitments and/or take on leadership roles and were very concerned that
they would lose their small core of dedicated volunteers to burnout. Changes in
volunteerism have led to increased interest in management principles and
practices that can be applied to the voluntary sector , and to increased
awareness of the importance of good volunteer management.
38
Regarding the Current Trends, Volunteering Australia indicated trends in
volunteering include the lack of time for volunteering due to pressures on the
paid workforce, greater professionalism among volunteers, the need for more
formal requirements in the management of volunteers and the replacement of
positions previously undertaken by volunteers with paid positions. Another
prominent trend in volunteerism is professionalization. Volunteer organizations
are increasingly applying the management techniques used by human resources
departments to volunteers. The professional development of volunteers is
recognition that the volunteer contribution is comparable to that of paid staff. In
many countries, the position of volunteer manager has become a career role.
The other trend includes student volunteers, older people as volunteers and
internet volunteering (or virtual volunteering).
39
2.2 Volunteerism and Altruism
Managers often presuppose altruism to be the only motive of volunteering.
Understanding the true motives of volunteers has however a detrimental effect on
sustained utilization of volunteers for managers of volunteers and volunteer
involving organizations. Even volunteers themselves might not describe their true
38
Fataneh Zarinpoush, Cathy Barr and Jasson Moreton. Managers of Volunteers: A Profile of he Profession
(Ontario: Imagine Canada, 2004) 7
39
Volunteering Australia. Working, 6
~ 23 ~
motive and mystify it with altruism. When volunteers were asked why they
volunteer, people often speak in terms of ethics: I feel it is important to help
others; I feel compassion toward people in need; I can do something for a
cause that is important to me. Volunteers may use this vocabulary of motives.
These words may describe their behavior inspired by ulterior purposes, such as
advancing their career. Whatever the motives of the volunteer may be (be it
altruistic or not), volunteer work means that people give their time to others.
40
It is
also equally important to recognize individuals are not motivated by self-interest
alone but also by their deeply held values and beliefs.
41
Generally, however, and
as noted earlier, the working definition for volunteerism is not primarily about the
motive of a volunteer (except the motivation to get a monetary reward out of it)
2.3 Types of Volunteerism
There are different types of volunteerism. These include traditional forms of
volunteerism (such as mutual aid and self-help), formal forms of volunteerism
(such as formal service delivery and other forms of civic participation) to
economic and social development, benefiting society, communities and the
individual volunteer.
42
In addition to the above broad classification of volunteerism, the current trend is
developing new faces of volunteerism. These includes
i. Online volunteering:
ii. Voluntourism: a form of tourism in which travelers participate in voluntary work,
typically for a charity
iii. Diaspora volunteerism: in which experts from emigrant communities undertake
short-term assignments to transfer knowledge to their countries of origin.
iv. Employer-supported volunteerism: There is a growing trend of long-term
collaboration between private sector enterprises and local NGOs.
43
40
41
UNV, State, 12.
42
43
UNV, State, 12. UNV, State, xxii.
~ 24 ~
Formal and Informal Volunteerism: The other type of classification is between
formal and informal volunteer work. Formal volunteering is typically carried out
in the context of organizations. While informal volunteering is more private and
not organized. In formal volunteer work, volunteers have no obligation to a
particular person but to a certain organization. For these volunteers it is important
to help others in general, but they do not feel obligated to give a specific service
to a specific individual
44
. While in the case of informal helping, the donor and
recipient are likely to already have a relationship that entails obligations
45
.
Formal volunteerism is expressed as the provision of a service to a third party by
UNV. In this form of volunteerism, there may be an agreement about the terms
of engagement between the person volunteering and the organization concerned,
which includes an element of training. Recognition schemes may also exist in the
form of stipend or reimbursement of expenses.
46
2.4 Misconceptions and Myths about Volunteerism
Regardless of a growing body of empirical and anecdotal evidence, there are
number of misconceptions and myths that cloud a proper understanding of
volunteering. These misunderstandings have to be changed so that the true nature
of volunteerism is revealed and to make it possible to analyze its contributions.
47
UNV in its SWVR 2011 and Volunteering Australia in its Working with
Volunteers hope to shed light on views as to what volunteerism is and what it
achieves, in keeping with realities on the ground as follows.
Misconception 1: Volunteering occurs only through legally recognized, formal
and structured NGOs, usually in developed countries, with some type of
agreement between the volunteer and the organization. Nonetheless, as the UNV
44
Robert Wuthnow, Acts of Compassion (New Jersey: University of Princeton Press, 1991) 95: as quoted
in Wilson and Musick, Toward, 700.
45
Paul Amato, Personality and Social Network Involvement as Predictors of Helping Behavior in
Everyday Life. Social Psychology Quarterly 53 (1990) 31: as quoted in Wilson and Musick, Toward, 700.
46
UNV, State, 5.
47
UNV, State, 8-12.
~ 25 ~
report shows much of the volunteerism takes place in small local groups, clubs
and associations.
Misconception 2: Volunteerism takes place only in the civil society sector. But
volunteerism is also found in nationwide government social programs in such
fields as immunization and literacy.
Misconception 3: Volunteerism is the preserve of the well off and well educated
those who have disposable time and income. In fact, an expanding body of
empirical research indicates that volunteerism is prevalent among the income poor
who undertake voluntary work to benefit themselves and their communities.
Misconception 4: Volunteerism is the domain of amateurs who are unskilled
and inexperienced. This misunderstanding arises from the perception that
professionalism, both in knowledge and behavior, is exclusively associated with a
paid job.
Misconception 5: Young people do not volunteer. On the contrary, young
people are not a passive group waiting for resources and opportunities to be
handed to them. The fact is young people are actively engaged in the development
of their societies in a vast range of actions.
Misconception 6: Volunteering takes place face-to-face. The new development
in the information communication technology is rapidly enabling larger numbers
of people from broader cross-sections of the population to engage on a volunteer
basis.
Misconception 8: Volunteerism should be off-limits for state intervention. It is
evident that a growing number of policies and laws are being adopted by
governments to encourage volunteerism. Some governments are encouraging
volunteer action by safeguarding the rights of volunteers.
Misconception 9: Volunteerism is free. Volunteering requires investment in
infrastructure to ensure effective contributions. Infrastructure includes the
establishment and running of volunteer centers, volunteers management, training
~ 26 ~
and recognition, and costs associated with the proper functioning of volunteers
such as transportation, meals and stipends.
Myths about Volunteerism: Working with Volunteers also briefly discusses the
common myths of volunteering such as viewing volunteers as unskilled, older
people, unemployed, and women . The other myth is that volunteer programs do
not need resources and the assumption that volunteer programs just happen. One
of the stereotypes attributed to the volunteer sector is that the management of
volunteers is somehow less important or less demanding than management of the
paid workforce. However, with the boundary between what constitutes a
volunteer position versus a paid position becoming increasingly indistinct,
volunteer management should be considered as another arm of human resources.
48
2.5 The Value and Benefit of Volunteerism
The UN report tries to make a case for the recognition of volunteerism as an
essential component for the sustainable, equitable progress of communities and
nations. SWVR 2011 shows why volunteerism is crucial to human development.
The report also asserts the contribution of volunteerism to peace and development
and the well-being of individuals, communities and civil societies. The report also
recognizes the change in volunteerism as being the backbone of many national
and international non-governmental organizations.
49
SWVR 2011 gives special emphasis to the value of volunteerism as an instrument
that enhances the well-being of the most vulnerable. It is also one of the
mechanisms of reducing social exclusion. There is mounting evidence that
volunteer engagement is promoting civic values and social cohesion by mitigating
violent conflicts and fostering reconciliation.
50
Extensive studies have
demonstrated that there is a positive relationship between volunteerism and well-
48
Volunteering Australia, Working, 8
49
UNV, State, v-xx.
50
UNV, State, xxiii.
~ 27 ~
being.
51
But what is well-being? To answer this question, the report defines it in
the following manner:
Well-being has been described as feeling good and doing well both
physically and emotionally.
52
At the heart of well-being is the sense of
having what you need for life to be good.
53
For our purposes, we add the
idea of social well-being as a sense of belonging to our communities, a
positive attitude towards others, a feeling that we are contributing to
society and engaging in pro-social behavior, and a belief that society is
capable of developing positively.
Some contemporary initiatives are challenging the understanding of the economic
paradigm by considering well-being to be the ultimate goal of any development
endeavors. The new paradigm is that a strong and healthy economy is desirable as
long as it leads people to well being. Among the important values in well-being,
that this report identified, is the need people have to give back to society.
54
As
noted earlier, volunteering is one of the most accessible platforms to give back to
society.
Individual Wellbeing and Volunteerism
At the level of the individual, volunteer action can help people with feelings of
personal isolation, stresses or reduced self-worth to overcome these feelings.
Volunteering also enables individuals to interact with others face-to-face and
enhance feelings of belonging and of contributing. It also can tackle the
underlying causes of social exclusion such as lack of employment. It improves
employability. When volunteer work is recognized, it creates belongingness in the
individual. Especially young people, who represent a huge potential for
development and are the most susceptible to social exclusion, are able to enhance
their employability through volunteerism. Volunteerism provides the first
experience of a work setting for these young people. SWVR 2011 cites mounting
evidence to demonstrate that generally people who volunteer are more likely to
51 UNV, State, 86.
52 F. A. Huppert, Psychological Wellbeing: Evidence Regarding Its Causes and Consequences. (State-of-
Science Review: London, Government Office for Science, 2008): as quoted by UNV, State, 84.
53 S.C. White, Bringing Wellbeing into Development Practice (WeD working paper 09/50: Bath,
University of Bath, 2009) 3 as quoted UNV, State, 84.
54 UNV, State, 84.
~ 28 ~
report being happy. Researchers have recorded volunteers testimony that as a
result of their volunteer action in helping others, they experience a warm glow,
health, happiness, strength, energy, self-growth, personal development, feelings of
reward and a sense of making a difference.
55
Community Wellbeing and Volunteerism
Volunteerism also has a significant positive impact on community well-being.
Since volunteerism is a social behavior, neglecting to include volunteering in the
design of policies could entail the risk of overlooking a valuable asset and
undermine traditions of cooperation that bind communities together.
56
In general,
volunteerism is intrinsically linked to our well-being.
57
Not counting its strict
economic impact, volunteer work also brings about significant additional benefits
to society and to the volunteers themselves. Some of them are:
a. It provides important employment training and access to the labor
force.
b. It is a crucial resource for addressing the Millennium Development
Goals.
c. It can offer services not easily provided by paid workers in the
form of mentoring and role models, for example.
d. It enhances social solidarity, social capital, political legitimacy and
the quality of life in a society.
e. It can help to promote social inclusion and integration.
f. It gives the volunteers themselves a sense of personal satisfaction,
fulfillment, well -being and involvement in society.
58
Particularly in the context of NGOs, volunteerism has also the following benefits
as noted by one document.
59
Volunteers can lighten staff workload and improve employee satisfaction
Some work is best performed by volunteers
60
55
UNV, State, 52-61
56
57
UNV, State, 89-90.
58
ILO, Manual on the Measurement of Volunteer Work, ( Geneva: International Labour Office, 2011) 4
59
Corporation for National and Community Service, Volunteering Reinvented: Human Capital
Solutions for the Nonprofit Sector (Washington: Corporation for National and Community
Service, 2007) 3
~ 29 ~
2.6 NGOs and Government Role in Volunteerism
Volunteers provide a sizable workforce for the NGO sector. This was revealed by
the data generated by the Johns Hopkins Comparative Nonprofit Sector Project
that was done in 37 countries. The survey revealed that volunteers account on
average for 45 per cent of the NGO workforce in the countries under the study.
For instance, Sweden has as high as 76 per cent of the workforce through
volunteers in the NGO sector.
61
The number of volunteers is much higher than the
paid workforce in Sweden. The following table demonstrates civil society sector
workforce (disaggregated into paid staff and volunteers) as a percent of the
economically active population of the whole country. The researcher picked 15 of
them among the 36 selected countries in the survey.
Country Paid staff Volunteers Total
Egypt 2.73% 0.08% 2.81%
Mexico 0.26% 0.13% 0.39%
South Korea 1.88% 0.55% 2.43%
India 0.60% 0.76% 1.36%
Kenya 1.29% 0.82% 2.11%
Japan 3.19% 1.02% 4.21%
Uganda 0.92% 1.33% 2.25%
Israel 6.61% 1.40% 8.01%
South Africa 1.84% 1.59% 3.43%
Australia 4.43% 1.90% 6.33%
Germany 3.54% 2.33% 5.87%
United States 6.28% 3.49% 9.77%
United Kingdom 4.84% 3.63% 8.47%
Netherlands 9.21% 5.07% 14.28%
Sweden 1.74% 5.11% 6.85%
Table 1: Civil society sector workforce as a percent of the economically active population, 1995 -2000:
The Johns Hopkins Centre for Civil Society Studies
62
:
60
Volunteering Reinvented noted that volunteers may know a communitys assets, key players and
underlying challenges better than any paid staff person at a given nonprofit. They may have the skills,
expertise, and community connections that would take years of experience for a staff person to gain. They
often come with the built in credibility and trust that opens doors in the community, which is priceless to an
organization. Moreover, some community problems require volunteers as part of a solution and any
intervention simply cease to exist if volunteers are not involved.
61
ILO, Manual, 3
62
Lester M. Salamon, et al, Global Civil Society: Dimensions of the Nonprofit Sector, Volume Two
(Bloomfield, CT: Kumarian Press, 2004) as quoted by ILO, Manual, 3
~ 30 ~
Although this study is concerned about volunteerism in NGO sector, it is
important to recognize the role of government in the development of
volunteerism. The United Nations General Assembly recommends that
governments have the responsibility of furthering their support to voluntary
activities by creating a favorable environment. To maximize volunteerism,
governments also need to provide adequate human and physical infrastructure for
volunteering. The Resolution also commends that the achievement of sustainable
development goals involves integrating volunteerism into national development
planning and by recognizing the potential contribution of volunteerism.
63
2.7 Management of Volunteers
2.7.1 Essential Elements and Best Practices
The following section deals with Volunteer Resources Managements (VRM) essential
elements and best practices. As noted earlier in the introduction, the UPS sponsored
research on volunteer resource management found six key elements in effective volunteer
resource management. These are:-
1. Effective volunteer involvement leverages and improves grant making
and corporate community involvement: the finding in this component state
that volunteer involvement boosts the organizations financial and material
resources. This give the organization an advantage of higher dollar value
invested in it by lowering its administrative costs.
2. Effective volunteer involvement supports business objectives.
3. Effective volunteer involvement strengthens the sector by increasing
capacity to deliver services. Volunteers invest their time, skill and
knowledge to augment the service delivery of the NGO they are working
with.
4. Effective volunteer involvement requires organizational and
community infrastructure. Unless there is an infrastructure and competent
support staff to support volunteers, the NGO will be in a difficult position
to tap in to the resources of volunteers.
5. Effective volunteer involvement requires training and development.
Training helps staff, management and leadership of the organization to see
the value of a well managed volunteer program in increasing the
organizations service delivery and fundraising capacity. In addition,
volunteers need training on the task and organizational values before they
begin the assigned volunteer task.
63
United Nations General Assembly, Resolution 56/38, 3-4.
~ 31 ~
6. Effective volunteer involvement contributes to maintaining a civil
society. Volunteering is most likely to happen when people clearly know
the available tasks for volunteering. If volunteers know they can make a
meaningful contribution they are more likely to get involved. These
elements are among the major factors that sustain volunteerism in the
organization. Sustained volunteerism in turn creates a persistent NGO
involvement in the community.
64
In similar fashion, the Urban Institute made a survey of charities and
congregations based on nine recommended best practices for volunteer
management. These nine principles of Best Practice of volunteer resource
management in the study were
65
:
1. Supervision and communication with volunteers,
2. Liability coverage for volunteers,
3. Screening and matching volunteers to jobs,
4. Regular collection of information on volunteer involvement,
5. Written policies and job descriptions for volunteers,
6. Recognition activities,
7. Annual measurement of volunteer impact,
8. Training and professional development for volunteers, and
9. Training for paid staff in working with volunteers
The Urban Institute also cites other studies that echo similar views on the
elements of effective best practice that support the recruitment, placement,
development and retention of volunteers. These are:
66
1. Screening potential volunteers to ensure appropriate entry and placement
in the organization;
2. Orientation and training to provide volunteers with the skills and outlook
needed; and
3. Management and ongoing support of volunteers by paid staff to ensure
that volunteer time is not wasted
2.7.2 Organizational Variables in Volunteerism
When volunteerism occurs in an organizational setting, Louis A. Penner argues,
that there are certainly organizational variables that affect the engagement and
sustained service of the volunteer besides the individual volunteers personal
64
Tucker, A Guide, 5-7
65
Hager and Brudney, Volunteer, 1-8
66
Jean Baldwin Grossman and Kathryn Furano, Making the Most of Volunteers (2002) as quoted in Hager
and Brudney, Volunteer, 3
~ 32 ~
disposition. However, the author recognizes that neither individual disposition nor
organizational variables provide a whole set of explanations for sustained
volunteering. He also acknowledges that the two variables may also influence
each other in both ways.
When considering the organizational variable component, the volunteer
perception of the organizations treatment and the organizations volunteer
management practice are the two significant variables in influencing the volunteer
sustained behavior. The author also cites different authors in the field to ascertain
that satisfaction of volunteers and their commitment to the organization in which
they are willing to volunteer is related to length of time they spent as volunteer.
67
Conceptual Model for Sustained Volunteerism
In this regard, Penner developed a Conceptual Model for Sustained Volunteerism
to demonstrate determinants of decision to volunteer and its sustained behavior.
These determinates are social pressure, situational factors, demographic
characteristics, personal beliefs/values, pro-social personality, volunteer-related
motives, organizational attributes & practices and relationship with the
organization. Penner cites several other studies on how people make a decision to
volunteer. People are exposed to various social pressures and these pressures are
factors in an individuals decision to volunteer. The other variable is
organizational attributes and practices that influence and determine the likelihood
of attracting volunteers more than others. These two variables are of particular
interest to this research. However, both the social pressure and organizational
attribute/practices coupled with various factors listed earlier also create pressure
on the rest of the volunteer journey. The next step on this journey that is shaped
by Initial Volunteerism is Volunteer Role Identity.
Volunteer Role Identity is the extent to which this role and the relationships
associated with it become part of a persons self-concept reinforced by high
levels of activity as a volunteer. This has a direct and substantial contribution to
sustained volunteerism. In addition, the conceptual model also recognizes that
67
Penner, Dispositional, 449-458
~ 33 ~
other determinants have a direct influence on the sustained behavior of
volunteerism. Nevertheless, the influence of the Initial Volunteerism is paramount
on Sustained Volunteerism. That is the role volunteers occupy in the organization
and their perception have the most compelling and unwavering impact on the
sustainability of volunteerism.
68
Figure 1: Louis A. Penners conceptual model on the direct and indirect causes of sustained volunteerism.
69
The author contests that the model presented in Figure 1 can be empirically tested.
In addition, the conceptual model also offers an explanation of how volunteer
involving organizations attract and sustain volunteers. According to this article,
the implications of this model include
70
:
68
69
Penner, Dispositional, 461
70
~ 34 ~
1. Recruitment should appeal to what motivates potential volunteers
2. Connecting volunteers with what motivates them as they execute their role in the
organization
3. Understanding that the decline or lack of volunteers is primarily caused by their
early experience (initial volunteerism) with the organization
4. Without denying the attribution of dispositional factor, it is important to recognize
the considerable part organizational variables/factors play in the sustained use of
volunteers
5. Volunteers may consider that their contribution as a reward in itself; however,
volunteer managers must deploy volunteer management practices for even more
sustained results that capitalize on this attitude of altruism or any other similar
attributes
6. Volunteer managers first must work to maintain the initial level of volunteering to
make it as exciting and engaging as possible so that new volunteers identify their
role identity and develop it. This role identity by itself is a factor for the sustained
contribution of volunteers.
2.7.3 Recruitment
To discover the key challenges faced by managers of volunteers, the authors of
Managers of Volunteers: A Profile of the Profession asked respondents (managers
of volunteers) to list their three biggest challenges. The most frequently
mentioned challenge was volunteer recruitment (cited by 32% of respondents as
their biggest challenge). The five top challenges reported were: volunteer
recruitment (32%), time constraints (14%), assigning volunteers to tasks (4%),
lack of funds or money (4%), and volunteer retention (4%).
71
71
Zarinpoush, Barr and Moreton. Managers of Volunteers: A Profile of the Profession (Ontario: Imagine
Canada, 2004) 19
~ 35 ~
Volunteer recruitment is both the top responsibility and the top challenge of
managers of volunteers. Given this, it is not surprising that recruitment was
also cited by over a quarter of the survey respondents when asked what type of
training would be most useful to them.
72
Volunteer resource recruitment is important when organizations are aware of
the reasons people are motivated to volunteer. This attentiveness to the motives of
volunteers allows an organization to plan a program that accommodates the
varying needs and expectations of volunteers. An important element of volunteer
recruitment is ensuring that volunteers are placed only in volunteer designated
positions. Issues such as what motivates current volunteers, flexibility of work
time and the degree of formality in the process will all affect volunteer
recruitment. While starting an intense program to attract volunteers to an
organization, it is important to remain selective. Inappropriate appointments
create their own problems that may be more difficult to deal with than the original
shortage of volunteers. Alternatively, effective selection procedures can
contribute to a generally positive experience, thereby helping in the retention of
volunteers. Depending on the organization, recruitment may take place on a
oneonone basis or in a group situation.
73
Another author, Sandy Adirondack, examined volunteers recruitment in a
voluntary organization. The section Volunteers Recruitments and Placement
describe how volunteers come into organization. Volunteers come into different
organizations either to do specific tasks or to do tasks defined by the volunteer or
organization to use a specific skill of the volunteer or even for the volunteer to do
anything. However, the author noted and recommended that most volunteers want
to do something for a good cause and are not clear about what they can offer or
what the organization might need. In this case, it is important to have someone in
the organization with specific responsibility for getting the best from volunteers.
74
72
Zarinpoush, Barr and Moreton, Managers, 24
73
74
Sandy Adirondack, Just About Managing: Effective Management for Voluntary Organization and
Community Group (London: Voluntary Service Council, 1998) 115
~ 36 ~
An understanding of why people volunteer includes intrinsic rewards, helping
others, meeting people, developing a social network, concern for others, giving
something back to acknowledge advantages in life, refreshing or developing skills
and meeting a need.. In the same manner, it is important to understand why
people do not volunteer. Among the reasons are: lack of information about what
volunteer positions are available, misunderstanding about what volunteering
means, not having enough time, fear of commitment, undervaluing, or failing to
recognize their skills and cultural diversity.
During recruitment, organizations should also consider such factors as safety,
skills and commitment. For instance, organizations working with vulnerable
groups primarily consider safety issues. Many mentoring and other volunteer
programs require references and conduct police background checks.
75
Recruitment Methods
In addition, some of the recruitment methods include:
i. By word-of-mouth from existing volunteers whose experience has been positive.
ii. Referrals for volunteer positions,
iii. Addressing community groups about the facts and benefits of volunteering,
iv. Seeking smaller volunteer groups that may welcome the advantages of merging
with a larger group,
v. Distributing volunteering information brochures/leaflets in the neighborhoods,
vi. Placing notices in the newsletters of local organizations, involving the media,
particularly local and community newspapers,
vii. Inviting the public to attend an open day and
viii. Using the internet are some of the methods listed in the book.
Maintenance of a stable, longterm volunteer workforce should be a major goal of
volunteer management. This enables the organization to save time in recruiting
and training and to retain the confidence of paid staff in the volunteers. However,
75
Jean Baldwin Grossman and Kathryn Furano. Making the Most of Making Volunteers.
(London: Public/Private Ventures, 2002) 4
~ 37 ~
the approach to achieving this goal should not preclude or discourage volunteers
from entering and leaving the system to accommodate their lifestyles. Some of
the reasons why people cease volunteer activities include:
i. Over-commitment,
ii. Disenchantment due to lack of worthwhile activities, stimulating activities,
support, training, recognition and
iii. Changes in personal circumstances.
Another important element in recruiting volunteers is the use of Interview. A
well-conducted interview can help to create a good match between a volunteer
and a job.
76
Mobilization as factor for voluntarism: One study on citizenship, civic
engagement and civic voluntarism in Britain, examined a number of variables
underlying the civic voluntarism. These variables were personal efficacy, free
time, household income and mobilization. The study found that mobilization
(being invited to participate) stood out among others and was a significant factor
compared with other variables mentioned earlier. Based on the finding the authors
concluded that mobilization is a very consistent influence
77
on civic
volunteerism. The authors suggested that if people are asked to embark on a
certain activity, they are more likely to be active than those who are not asked.
They emphasized that this would particularly be more significant if they are asked
by a close acquaintance.
78
2.7.4 Orientation
Induction, orientation and training of volunteers: An organization and members
of its volunteer program will benefit from formalizing the arrangement between
the individual and the organization. One way to achieve this is via a Statement of
Understanding for the volunteer to consider, discuss with the volunteer manager
76
77
Charles Pattie, Patrick Seyd, and Paul Whiteley, Citizenship and Civic Engagement: Attitudes and
Behaviour in Britain (Political Studies 2003 VOL 51, March 2003) 461
78
Charles, Seyd and Whiteley, Citizenship 459-462
~ 38 ~
and sign before taking up a position. Volunteers entering a new program will
benefit from a well-conceived introduction to the organization, the volunteer
management system and the practical aspects of joining a new workplace. During
the orientation process, volunteers should gain the sense that they have a special
place in the organization and that their skills are valued.
79
2.7.5 Training and Development
No program can expect volunteers to just walk on the job without any
instruction. Nevertheless, a mistake that far too many programs make is to
underestimate the training needs of their volunteers. Volunteers initial
understanding of program goals and their role in achieving those goals shapes the
way in which they interact in their task.
80
Volunteers need to obtain the knowledge and skills about the work to carry out
their responsibilities. Initially the organization should have methods for
identifying the training and development needs of its volunteers. The organization
also has to provide volunteers with written and verbal instruction on:
i. How to perform their tasks and responsibilities to the standards specified by the
organization;
ii. The relationship between their tasks and responsibilities and the overall goals or
mission of the organization;
iii. The implications of poor work performance on the customer and the organization
iv. In addition, there should be procedures that ensure that volunteers remain up to
date and fit for the purpose, with the necessary the skills and knowledge.
81
2.7.6 Recognitions
Recognition of volunteers contribution is one salient feature that appears in much
of the literature as a determining factor in running volunteer programs. Charities
interested in increasing retention of volunteers should invest in recognizing
79
Volunteering Australia, Working, 30-32
80
Grossman and Furano, Making, 6
81
Volunteering Australia, National Standards for Involving Volunteers in Not-for-Profit
Organisations. 2nd ed. (Melbourne, Australia: Volunteering Australia Inc., 2001) 40-42
~ 39 ~
volunteers, providing training and professional development for them, and
screening volunteers and matching them to organizational tasks.
82
Some of the ways to recognize volunteers contributions in either formal and
informal ways include the following: Encouragement to contribute to decision
making processes, developing volunteer roles, awards or certificates, thank you
letters, announcements in local newspapers, radios or social events, inclusion in
relevant meetings, invitations to represent the organization at special events,
providing opportunities for growth and development of the volunteer role and
providing opportunities for training beyond the necessary minimum.
83
Supervision, Support and Recognition of Volunteers
Supervision is about directing volunteers to meet their responsibilities while
taking into account their abilities. The level of supervision is likely to decrease as
a volunteer gains experience of both the organization and their specific roles
within it. Supervision includes fostering good relationships between paid and
volunteer staff, monitoring the service provided by volunteers, assisting
volunteers to work within their abilities, assessing the need for training,
recommending new tasks for volunteers, planning and maintaining work
schedules. Another thing every manager and the volunteer policies and procedure
should acknowledge is the difference between volunteers and paid staffs. Unlike
the employer-employee relationship, volunteer work is not based on contractual
agreement and therefore is not legally enforceable. Despite these facts, many
organizations treat volunteers and paid staffs exactly the same way apart from
payments.
84
Being a volunteer does not however mean that the organization simply tolerates
unsatisfactory work performed by the volunteer. An organization, which regularly
uses volunteers, should have a simple, fair procedure for dealing with
unsatisfactory work or conduct. This usually follows the organizations
82
Hager and Brudney, Volunteer, 1-8.
83
Volunteering Australia, Working, 34.
84
Adirondack, Just , 127
~ 40 ~
disciplinary procedure for employees but with fewer stages.
85
Some volunteers
may need more training or support than the organization can justify giving. It is
important to acknowledge this rather than ignoring it and allowing a volunteer to
become a liability to the organization. While it may seem cruel to turn away
volunteers, it is probably crueler in the long term to keep people whose
confidence will be undermined because they constantly get things wrong and are
resented.
86
2.7.7 Volunteers and Paid Workers Relationships
In their research on the attitude of paid workers and volunteers in NGO sector, the
authors of Commitment with or without a Stick of Paid Work: Comparison of Paid
and Unpaid Workers in a Non-Profit Organization found some revealing and
surprising findings about the relationship and attitudinal difference between the
two groups.
87
The authors noted that paid workers might see volunteers as a threat. They also
cited other empirically verified research findings to disprove this commonly held
view, especially when volunteers are more experienced. This in turn has the
tendency to discourage volunteers because volunteers come to think that their
contribution to the organization was not being recognized. Not only paid staffs
but also managers of some organizations showed some reservation in recruiting
volunteers. This same research found that some managers assume that volunteers
are said to be hard to manage, because there is no stick of a paid contract to
keep them in line and are easy to come and go.
88
Another surprising result of their research is the substantiation of their assumption
i.e. volunteers have higher affective commitment, than paid workers do. In
85
Adirondack, Just , 131
86
87
Mark van Vuuren, Menno D. T. de Jong, and Erwin R. Seydel, Commitment With or Without a Stick of
Paid Work: Comparison of Paid and Unpaid Workers in a Non-Profit Organization (Chap. 4 in Why
Work? The Contribution of Value Perceptions and Efficacy Expectations to Organizational Commitment,
University of Twente, 2006), 79
88
Cookman, Haynes, and Streatfield, The Use of Volunteers in Public Libraries (London: The Library
Association, 2000) 20 as quoted in Vuuren, Jong, and Seydel, Commitment, 80
~ 41 ~
addition, they also confirmed their other assumption i.e. volunteers showed
higher levels of person-organization fit. From volunteer resource management
approach, the research finding affirms the importance of person-organization fit
and the need to show the contribution of volunteers to the communitys benefit as
a rewarding endeavor for both the volunteer and NGO. Despite the common
misconception among paid staff and managers of NGOs, the study found the
absence of a stick of paid work does not lead to the situation that volunteers
leave their tasks very easily. As indicated by their commitment, there seems
to be an interdependence, even though volunteers are not paid for their
contribution.
89
Difference with Paid Staffs
One important role of a (human resource) manager in creating trust between paid
and unpaid volunteers is creating a clear understanding of their respective roles
within the organization. One thing that creates this understanding is the
development of a guideline on volunteerism.
90
Support for voluntary activities
does not imply support for government downsizing or for replacing paid
employment.
91
2.7.8 Resignation and Termination of Volunteers
No matter how effective a volunteer program, resignations are an unpleasant fact
for both the organization and the volunteers. The cultural trend toward volunteers
taking on short term positions should be accommodated wherever and whenever
possible. Volunteer managers should make it clear that resignation of volunteers
is acceptable and the organizations policies should provide for this. If people feel
uncomfortable about resigning, they may simply fail to show up at work one day.
Alternatively, they may make their time of departure to coincide with that of a
manager with whom they have worked successfully for a long period. Either of
these options creates a problem for volunteer management. To avoid wasting
89
Vuuren, Jong, and Seydel, Commitment, 81-90
90
91
~ 42 ~
resources, expectations from both the volunteer and the organization regarding the
duration of a volunteer appointment should be made clear at the outset, as should
the process by which a volunteer may withdraw from the program.
92
2.8 The Level of Adoption of VRMamong NGOs
The Urban Institute produced a report on Volunteer Management Practices and
Retention of charities and congregations after a survey that in 2003. The survey
was in the U.S. with a sample size of 2,993 charities. The level of adoption of
nine recommended practices for volunteer management was the aim of the
survey.
93
Section 2.8.1 of this paper has discussed these nine practices. The
Urban Institutes survey study report affirms that volunteer management capacity
is a function of two things:
1. Staff supports.
2. The adoption of relevant administrative practices necessary for
the effective management of volunteers
94
This report also found five key findings on Volunteer Management Practices
among the surveyed charities and congregations including:
1. Charities are receptive to best practices in volunteer
management, but commonly adopt them only to some degree
2. Adoption is most likely among the largest charities,
3. Adoption of different management practices depends on how
volunteers are used;
4. Charities that primarily use volunteers in direct service roles
are more likely to have adopted most practices
5. Health charities are most active in adoption of volunteer
management practices
95
Volunteering Australia also has produced National Standards for Involving Volunteers in
Not-for-Profit Organizations. The document represents what is regarded as best
practice in the management of volunteers and prescribed standards to be adopted by
volunteer involving organizations. The eight standards include the following aspects of
volunteer involvement:
92
93
94
Hager and Brudney, Volunteer, 5
95
~ 43 ~
1. Policies and procedures
2. Management responsibilities
3. Recruitment
4. Work and the workplace
5. Training and development
6. Service delivery
7. Documentation and records
8. Continuous improvement
96
The document asserts that these standards are generic in their nature. However,
they are intended to describe what elements should be adopted by volunteer
involving organizations as part of best practice in managing volunteers. The
national standard does not prescribe how to adopt these best practices. It onl y
attempts to make explicit what elements are required for best practice leaving the
organization to decide how the requirement of each standard can best be adopted
in its own context. However, the implementation of these standards and should
reflect the unique conditions and circumstances of an organization.
97
2.9 The Situation of Charities and Societies in Ethiopia and Volunteerism
In their review of the historical development of voluntary associations in Ethiopia,
researchers from Oxfam-Canada pointed out that voluntary associations had
played important role in the last few years of the Imperial regime. However,
during the military regime, voluntary associations (with the exception of Eddirs)
were forced to cease any autonomous activity and were in the process of being
replaced with mass based organizations.
98
In the process, voluntarism was
abandoned and civil society lost its meaning
99
. According to the authors, even if
EPRDF opened the door cautiously for voluntary associations, it remained
96
Volunteering Australia, National Standard, 8.
97
Volunteering Australia, National Standard, 8-9.
98
Gordan Hyden and Mahlet Hailemariam. "Voluntarism and Civil Society: Ethiopia in Comparative
Perspective." (Afrika Spectrum, no. 38: 215-234 (2003)) 219
99
John Harbeson, The Ethiopian Transformation: The Quest for the Post-Imperial State. (Boulder:
Westview 1988): as quoted in Hyden and Mahlet, Voluntarism, 219
~ 44 ~
suspicious of the motives of many of these newly formed associations. In general,
associational life in Ethiopia remains feeble.
100
EPRDF lead government also has issued a legislative framework that governs
NGOs. This recent Proclamation divides civil society organizations (CSO) in to
two-Charities and Societies. Currently 99% of the existing CSOs are re-
registered as charities, while less than 1% are registered as societies
101
.
According to this proclamation, there are four kinds of charities. These are
charitable endowments, charitable institutions, charitable trusts and charitable
societies
102
. The Users Manual for the Charities and Societies Proclamation
state that most of the CSOs were registered as charitable societies which means
they are established for the welfare/benefit of third persons not for their own
members.
In reviewing the situation of volunteerism, this Manual cites recent studies
indicating that many NGOs in Ethiopia lack the culture of using volunteers for
their activities. Most of them do not have policy documents governing volunteers.
In organizations using volunteers, they lack the capacity of assigning the
proper volunteer to the proper task and exploiting their skills and
capacity
103
.
The Users Manual also suggests some coping and adaptation measures for CSO
due to the change in the legal framework in which they have to abide and operate.
Among these adaptation measures comes the need to review organizational and
operational issues of NGOs. The Manual suggests that for creating a strong and
effective NGO it is required to enhance and nurture commitment and
volunteerism among board and general assembly members. This is particularly
important because NGOs stand for the benefit of the public in general and
vulnerable and disadvantaged groups in particular.
104
100
Hyden and Mahlet, Voluntarism, 220
101
Taskforce on Enabling Environment for Civil Society in Ethiopia, Users Manual for the Charities and
Societies Law (CSO Taskforce, Addis Ababa 2011) 52
102
Charities and Societies Proclamation: Proclamation No. 621/2009 Article 15
103
Taskforce, Users 80.
104
Taskforce, Users, 52-54
~ 45 ~
In a more recent development, a workshop to create conditions for the
development of a system, guidelines and policies for voluntarism in Ethiopia has
been organized. In the workshop, two research papers were presented. The first
paper presented on the occasion focused on the history of national volunteerism in
Ethiopia and its current statues by Dr. Tena Dewo. According to this Dr. Tena,
there is significant potential for volunteerism in Ethiopia although it has yet to be
realized. He also identified the barriers to volunteerism in Ethiopia to be lack of
awareness, selfishness and failing to give attention to public issues. The other
research paper presented at the workshop was on institutionalizing volunteering
by Ato Brehanu and Wro. Meskerem. The paper stressed the need to organize
voluntarism in Ethiopia in an institutional manner and for the government to give
its proper attention to this sector. The paper also noted the importance of
recognizing the few existing volunteer activities.
105
2.10 Theoretical Frameworks
2.10.1 A Sociological Theory of Volunteer Work
Volunteers give their time freely for the benefit of others. This theory does not
deny that benefits may accrue to the volunteers themselves. The theory however
does not rule out altruistic motives. On the other hand, this definition does not
require establishing a return on the gift or a right motive. The essence of
volunteerism is not altruism, but rather the contribution of services, goods, or
money to help accomplish some desired end, without substantial coercion or
direct remuneration
106
. One premises of this theory of is volunteer work is a
productive activity like any other form of work (paid or unpaid), rather than a
simple act of consumption or a leisure time pursuit with purely expressive goals..
Based on this premises, the theory state that market exists for volunteer labor,
105
Muhaz. "The Need for a National Policy for Voluntarism has been Disclosed." (Vol. 2, No. 2. Jan 2013)
4.
106
David Horton Smith, Altruism, Volunteers and Volunteering (Journal of Voluntary Action Research
10:2136, 1981) 33 as quoted in Wilson and Musick, Toward, 695
~ 46 ~
much like the market for paid labor. As in any labor market, admission to and
performance in this market is conditional on qualifications.
107
This theory inclined to a supply-side theory that describes the incentives that
organizations offer to attract members
108
. As volunteers bring human capital to
the marketplace for, recruiting volunteer involving organizations should offer
material incentivestangible rewards to individuals in return for their
contributions. For instance, volunteers can be rewarded with assignments drawing
on their skills. Volunteers use their social capital to get involved in a volunteer
work. In similar way, organizations should offer solidarity incentives
interpersonal rewards of various kindsto obtain commitment. Since friends,
relatives, and associates recruit most volunteers, an organization can offer more
opportunities for social interaction and community in return for unpaid labor
109
In conceptualizing the determinants of volunteer work, the authors adopted the
perspective that, like other forms of work, volunteering demands resources. Just
as people exploit their cultural capital to obtain volunteer opportunities, so
organizations offer purposive incentives in the form of symbolic and expressive
goods that articulate the organizations values.
110
2.10.2 Functional Approach to Volunteerism
This theory is concerned with matching motivation with volunteering benefits. In
their research the authors, investigate whether individuals choose volunteering
tasks that have personally relevant benefits, a prediction posited by functional
theorizing. The authors conclude that empirical evidence also suggests that
matching benefits with personal motivations results in positive volunteer
outcomes. That is volunteers who received benefits that matched their
motivations were more satisfied with their volunteer experience and thus as a
107
108
P. B. Clark and J. Q. Wilson, Incentive Systems: A Theory of Organizations. (Administrative Science
Quarterly 6:12926. 1961) as quoted in Wilson and Musick, Toward, 709
109
110
~ 47 ~
consequence the volunteer has a more positive experience. In general, the
functional approach suggests that the individual will choose a task with benefits
that match their volunteer motivation. Thus, the authors found that not all tasks
are equal and that a task can be classified in terms of the motive(s) it does or does
not satisfy.
111
It is also obvious that people have different motives; thus have different
preferences for tasks that satisfy their motive. Consistent with this approach,
volunteerism may serve more than one motive for an individual and likewise,
more than one motivation may be served within a group of volunteers who are
performing the same activity. The authors cite the findings of other research
which is congruent in asserting that people do differ on their motives for
volunteering. People can differ on their primary motives for volunteering; it
appears that tasks also differ in their instrumentality for these motives. What the
research revealed is volunteers do not randomly select tasks but base a
substantial portion of their task selection on motive satisfaction. The research
reiterates that volunteers have a more satisfying experience when they have the
opportunity to match their motive with the task. The article also suggest that there
is evidence that volunteers who performed tasks that met their motives did report
more positive volunteer experiences and intended to continue volunteering in the
future.
112
This approach has a practical implication for NGOs. Organizations need to work
on first classifying the tasks they have available based on various motives that
could satisfy potential volunteers so as it help them recruit a larger pool of
volunteers. The higher the motive vs. task match, the higher would be the
satisfaction and commitment to their volunteer experience. Nevertheless, it is
also apparent that organizations might not have an array of functions that can
satisfy all the motives of volunteers. In this case, the authors suggest that
111
Houle, Sagarin and Kaplan, A Functional 342.
112
Houle, Sagarin and Kaplan, A Functional 342-348
~ 48 ~
organizations need to complete a Volunteer Functions Inventory (VFI)
113
or
similar tool to find out which motives and tasks are most important to the
volunteer. If however, the lists of tasks are not addressing the identified prominent
motives of volunteers, then the organization must work on incorporating those
benefits into the task if not initially present. The investment of a relatively small
amount of time and effort at the beginning of the volunteer process could return
many dividends in terms of the satisfaction and commitment of the eventual
volunteers.
114
113
Volunteer Functions Inventory (VFI) is an instrument used to assess and measure the functions served
by volunteering.
114
Houle, Sagarin and Kaplan, A Functional 343.
~ 49 ~
Chapter Three: Methodology Design and Data Collection
3.1 Introduction: Why Qualitative Study
The reason this research adopted a qualitative method approach is based on the
nature of its inquiry and the research purpose. The research intends to study the
VRM practices and the level of its adaptation, its pitfalls, challenges and
opportunities in a selected NGO. It also tries to find out the factors/variables that
may be facilitating or prohibiting the effective utilization of volunteer resources.
The research anticipates helping readers to realize effective management of
volunteer programs that boost the capacity and health of an NGO.
In order to do so, the study examines a well-known and outstanding volunteer
involving NGO that exemplifies the level of adoption of the practice of VRM in
light of the best practices and theoretical frameworks regarding VRM. As can be
seen from this purpose, the intention of the inquiry is not to make empirical
generalization from the sample of a population. Rather it is to examine an in-
depth understanding of the process of VRM. This is the main reason why this
research adopts a qualitative research method that does not require empirical
generalization.
115
However, this does not mean that there are no quantitative data
in the research. Actually, there is some quantitative data as quantitative data can
be part of a qualitative case study.
116
3.2 Sampling Technique: Why Mixed Purposeful Sampling
Therefore, to fulfill the purpose of the research and to get an in-depth
understanding of the process of VRM, finding information-rich samples of central
importance to the inquiry become a necessity. This led the researcher to settle for
qualitative purposeful sampling method. Purposeful Sampling technique requires
the selection of information-rich samples that are able to provide a great deal of
information about issues of central importance to the purpose of the research. The
115
Michael Quinn Patton, Qualitative Research & Evaluation Methods. 3rd Edition (Thousand Oaks: Sage
Publications, 2002) 46.
116
Patton, Qualitative, 449.
~ 50 ~
purpose of this inquiry is to study these information-rich cases to yield insight and
in-depth understanding of the issue of vital importance for this inquiry.
117
Among the strategies of purposeful sampling techniques, the researcher adopted
what Michael Quinn Patton called Mixed Purposeful Sampling. As explained
below and due to the nature of the inquiry in this paper, the following component
of the mixed purposeful sampling will be in use. These are Extreme/Deviant Case
Sampling Techniques, Intensity Sampling and Critical Case Sampling.
Extreme Case Sampling is selection of cases that are information-rich and
outstanding in their practice of importance for the inquiry.
118
This investigation
intends to find out what readers could learn most from the selected sample about
the imperative issue of this research. Thus, this entails purposefully selecting
outstanding and information-rich sample among the population. However, due to
the scope of the research and time/resource constraints, this research does not
consider deviant cases.
The second purposeful sampling technique adopted in this research is Intensity
Sampling. Intensity sampling seeks excellent or rich examples of the
phenomenon of interest.
119
Whereas Critical Sampling examine cases that can
make a point dramatically to imply if it happens there, it will happen anywhere
or vice versa
120
. This is particularly true considering the emergent practice of
VRM in the world arena. In view of the fact that the practice of VRM is not wide
spread practice in Ethiopia, the research is compelled to study in-depth case of
VRM practice so that readers may be initiated about volunteer programs from the
sample that demonstrate the practice.
The other sampling technique is Criteria Sampling. The technique reviews and
studies samples selected on predetermined criterion of importance and at the same
time is a tool for quality assurance. As already stated in chapter one of this paper,
117
118
Patton, Qualitative, 233
119
120
Patton, Qualitative, 235-236
~ 51 ~
samples are selected on a predetermined selection criteria the researcher has
already identified
121
.
In general, this methodological mix uses mixed purposeful sampling techniques.
This approach also is helpful to triangulate the study findings.
122
3.3 Unit of Analysis: Why Case Study Approach
In actual sense, case study is not a methodological choice but a choice of what is
to be studied analytically or holistically
123
. In case study approach the primary
unit of analysis is an individual organization. In addition, when the qualitative
data are organized to describe an important process (VRM in this case), it is said
to be an analytical framework approach within the case study.
124
As explained in the previous section, the sample this research utilizes is a
purposefully selected case. In addition, the intent of the study is not to study the
case holistically but a process of VRM, thus making the case study analytical.
In such situation, a case may be purposefully and analytically selected in virtue
of being information-rich and revelatoryand defined by interest in individual
cases, not by the methods of inquiry used
125
Case Selection
In designing the case study, therefore, the researcher determined the organization
for the case study through his assessment of volunteer involving NGOs that
involve volunteerism on a regular basis and based on the other predetermined
criteria set beforehand. Thus, the researcher selected Vision Ethiopia Congress for
Democracys (VECOD) volunteer resource management practice particularly its
Leadership and Management Skill Development program as the unit of analysis.
The researcher selected the organization for the case for the following reasons:
121
122
123
Robert E. Stake, Case Studies, in Handbook of Qualitative Research (Thousand Oaks: Sage, 2000) 435:
as quoted in Patton, Qualitative, 447
124
125
Rolf Johansson, Case Study Methodology, Methodologies in Housing. (Stockholm: Royal Institute of
Technology, 2003) 8.
~ 52 ~
a. In addition to fulfilling the set criteria, VECOD is an Ethiopian Charity. This
means VECOD has to raise 90% of its income from domestic sources.
b. The researcher through his personal encounter with this organization and review
of some literature about the organization, found it to be an information-rich
exemplar and revelatory when it comes to VRM practices
c. The case enables the researcher to describe the variables (i.e. variation in the
variable) of the study. Thus it will enable this study to describe success or failure,
adequacy or inadequacy and productivity or unproductively.
126
3.4 Case Data Collection Methods
Since the adopted method of research in this study is qualitative, it primarily uses
qualitative data. It also utilizes statistical analysis of some quantitative data from a
survey. Qualitative data consists of quotation, observation and excerpts from
documents.
127
R. K. Yin also recommends the followings sources of data for case
studies. These are documentation, archival records, interviews (or surveys) and
observation.
128
In general, the following data collection tools were used.
Interview: collecting qualitative data through open-ended and semi-structured
interview through formal and informal conversations.
129
Key Informants: In this research, the persons responsible for VRM are
considered as key informants.
Questionnaires and Web based Survey: were used for the semi-structured
interviews and to collect case data. These are designed based on an extensive
theoretical framework well grounded in practice and methodological research
130
.
The questionnaires (see annexes) were designed to collect data of central
126
Alexander L. George and Andrew Bennett. Case Studies and Theory Development in the Social
Sciences. (Massachusetts: BCSIA, 2005.) 83.
127 Patton, Qualitative, 47
128 R.K. Yin, Case Study Research: Design and Methods, 4th edition.(Thousand Oaks, CA: Sage. 2009)
102: as quoted in
129 Patton, Qualitative, 2
130
J. Morton-Williams, Interviewer Approaches (Dartmouth: Aldershot, 1993) 2: as quoted in Nicholas
Walliman, Your Research Project: A Step-By-Step Guide for the First-Time Researcher (London: SAGE
Publications, 2001) 231.
~ 53 ~
importance to the research. Some elements of the questionnaire are also adapted
from other sources.
131
In addition, the web-based survey/questioner also collected
some quantitative data that was gathered within the framework of qualitative
purposeful sampling case studies.
132
Direct Observation: is the circumstance in which the researcher is around on
ongoing social setting for the purpose of making qualitative analysis of that
setting
133
. It is intended to describe the setting, the actual activities that took place
and the people who participated in the activity. It is to describe what has occurred
in the program with firsthand experience.
Documents: Some archival records that collect data on volunteer facilitators were
reviewed
3.5 Sampling for web-based survey
The sampling technique used in this survey is a non- random sampling. Particularly, the
study uses theoretical sampling technique that is useful method of getting information
from a sample of the population that the researcher think knows most about a subject. In
this case, even, a small sample will give a fairly representative view of the whole.
134
3.6 Triangulation
The study also try to triangulate various data by combining sources from
interview, key informants interview, direct observation, document review,
theoretical framework and quantitative data. The purpose this exercise is to
demonstrate consistency among different data source or inquiry approach that
yield essentially consistent result or to test if there are inconsistency that may give
insight in the relationships.
135
131 Georgina Brewis, Matthew Hill, and Daniel Stevens. Valuing Volunteer Management Skills.
(Quantitative Survey, Institute for Volunteering Research, September 2010), 42-59.
132 Patton, Qualitative, 47.
133
John Lofland, Analyzing Social Setting. (Belmont, CA. Wadsworth, 1971) 93: as quoted in
134
Morton-Williams, Interviewer,234.
135
~ 54 ~
Chapter Four: Case Data Presentation and Analysis
As explained in the previous chapter, Vision Ethiopian Congress for Democracy
(VECOD) is a case for this study. The case study focused on collecting and
analyzing data in one of the volunteer program of the organization. This
particularly selected program is Leadership and Management Skill Development
Program. Case data consist of as many information as possible through various
means such as interview, key informant interviews, direct observation, documents
and survey (which collect both quantitative and qualitative data). These diverse
sources make up the raw data for case analyses
136
. The following is the
presentation of this case data and its analysis with narrative event listings, activity
records, tables, graphic displays, case ordered display and conceptually ordered
displays
137
.
4.1 VECODs organizational profile
Vision Ethiopian Congress for Democracy (VECOD) is a purposefully selected
case study for this research. VECOD was established on January 30, 2003. It was
established by five civic education scholars from Addis Ababa University. The
initiation of the organization went back to a publication that was prepared and
distributed among students and teachers in Addis Ababa University. The topic of
this discussion was 'What Should be the Role of Intellectuals Besides their Paid
Work?. The pamphlet was prepared and distributed by the late Ato Abraham
Abebe who had a great passion for volunteerism. This mind-blogging question
initiated many scholars to come together to find ways to involve as many scholars
as possible to answer the question. Later this idea led to the establishment
VECOD. Then VECOD was legal registered under No. 1006 as a non-partisan
136
137
Conceptually ordered displays concentrate on variables in the form of abstract concepts related
to a theory and the relationships between these (Morton-Williams, Interviewer,268)
~ 55 ~
civic NGO on January 30, 2003.
138
More recently, VECOD is re-registered as
Ethiopian Charity
139
according to the current legislation that governs charities and
societies in Ethiopia in Jan-2010.
The goal of VECOD is to bring up democratized society who knows how to deal
with the issue of democratization, development and decentralization. VECOD
believes that awareness creation is a practical and handy approach that advances
the change in people mind and set them towards sound judgment and action.
VECOD also believe that equipping people with the knowledge of democratic
leadership and citizenship bring forth strong, free and prosperous nation. To
realize these goals, VECOD has been engaged in the following programmatic
activities:
a. Leadership and management skill development training
b. Civic and voter education
c. Exercising freedom of speech
d. Democratic and human right training
138
http://www.vecod.org.et/about_vecod.html
139
According to Charities and Societies Proclamation, (No. 621/2009), charities and
societies are classified based on their source of income. Ethiopian Charity should get
90% of its income from local sources. However, it could get up to 10% of its funds from
foreign sources. While Ethiopian Resident Charities can generates any amount of
income/funds from foreign sources. In addition, Ethiopian Charities mean those
Charities whose members are Ethiopians and can generate income from Ethiopia and
wholly controlled by Ethiopians. Only Ethiopian Charities can engage in the activities
such as human and democratic rights, religious, ethnic or gender equality, child rights and
the right of disabled persons, conflict resolution and reconciliation, and supporting justice
and law enforcement sectors. While Ethiopian Resident Charities cannot engage in such
activities and are only limited to work on development. (Taskforce on Enabling
Environment for Civil Society in Ethiopia. Users Manual for the Charities and Societies Law:
[CSO Taskforce, Addis Ababa, 2011] 8)
~ 56 ~
e. Practical approach to stop violence against women
f. Election Observation
In its Leadership and Management skill development training program, VECOD
gives three months of extensive training for all interested people without payment
(except registration fee of Birr 300 that is used for preparation of certificate,
transcript, hall rent for graduations and so on). Particularly this program
component of VECOD is the interest of this study paper since the research
assesses the volunteer resource management practice of the organization from this
program component perspective.
VECOD works to enhance the capacity of citizens towards democracy,
development and leadership. It is doing this primarily through extensive training
by volunteer trainers. Volunteers who went through VECOD training and got
certificate from VECOD facilitate VECOD teaching process. Moreover, these
volunteer have at least BA degree. Some trainers are PhD holders. These
volunteer facilitators help VECOD by providing various lectures on leadership
and management. VECODs work in general and the leadership and management
skill development training program in particular totally rely on volunteerism.
After the end of each training round, trainees are usually offered the chance to
work with VECOD as volunteers and are encourage to fill a form that describe
their profile and area of interest.
In the leadership and management skill development program trainees has to take
36 lessons under four fundamental courses; Fundamentals of Leadership,
Fundamentals Management, Fundamentals of Civic Education and Fundamentals
of Business study. Currently, the training is being given in two shifts during the
weekdays and weekends in three separate places according to the participants
convenience. All the courses are given by volunteer scholars who themselves
(most of them) passed through the same training given by VECOD.
~ 57 ~
Table 2: List of Course offered by VECOD in its Leadership and Management Skill Development
Training program
# Course Subject Contact Hours
1
Fundamentals of Leadership
Concept & Practice of Leadership 4
The Role & Function of a Good Leaders 4
Decision Making 4
Communication 4
Motivation 4
Team Building 4
Delegation of Authority 4
Contact Hours 28
2
Fundamentals of Civic Education
Fundamental of Democracy 8
Fundamental of human Rights 8
Globalization & Human Capacity Building 4
Conflict Resolution 4
Labor Law 4
Corruption and Ethics 4
Gender 4
Volunteerism for Development 4
Life Skill 4
Good Governance and Peace 4
Revised Family Law for Development 4
Contact Hours 52
3
Fundamental of Management
Concept & Practice of Management 4
Strategic planning & Management 4
Change Management 4
Management of Meeting 4
Organization Behavior 4
Bureaucracy 4
Work Simplification & Productivity 4
Occupation Health & Safety 4
Performance Appraisal 4
Project Management 4
Concept & Practice of Public Administration 4
Concept & Practice Public Relation 4
Contact Hours 52
4
Fundamental of Business Study
Material Management 4
Entrepreneurship 4
Financial Management 4
Record Management 4
Concept & Practice of Marketing 4
Contact Hours 20
5 Integrity -
Total Contact Hours 152
Highlights of activities and achievements of VECOD
VECOD so far has trained 11,952 trainees in Leadership and Management skill
development though 37 rounds of trainings. The 37
th
round trainees were
graduated in 11-May-2013. Each round of training is offered for three months.
Among the 11,952 graduates of this program, 450 are members of the House of
Peoples Representatives, 1350 came from Police Commission, 350 came from
~ 58 ~
different medical institution and the rest came from various governmental and
non-governmental institutions
140
.
VECOD was also able to carry out civic and voters education for five million
people all over the country with the financial assistance of different donors. In its
effort to stop violence against women, VECOD has undertaken eight rounds of
training for 229 participants. Other training rendered by the organization includes
democracy and human right, good governance, civic and ethics education,
freedom of expression.
In addition, VECOD organize various clubs with voluntary membership that help
the organization achieve its objectives. Among the clubs that have been organized
so far include human right and democracy, gender, anti-HIV/AIDS, good
governance and peace, Ethics and anti-corruption, volunteerism for development
and good ethics clubs.
For instance, volunteers run the ethics and anti-corruption club. The organization
of this club by volunteers in facilitated with the collaboration of VECOD and
FDRE Ethics and Anti-Corruption Commission. The two organizations select
active members of youth and women associations at Kebele level. Then intensive
training is given to these potential volunteers. After the training, the volunteers
are given induction and various manuals that help them work in their own
Kebeles. However, the supervision and support given to these volunteers is
minimal since they are located in each Kebele.
4.2 Analysis of organizational capacity on VRM
The organizational capacity assessment of VECOD was reviewed using a semi-
structured questioner (annex 1), direct observation and key informant interview.
The organizations project coordinator completed the questioner. Three key staffs
of the organization (i.e. the Executive Director, the Project Coordinator and
140
Tadele Derseh, interview by Tewodros Shibru, VECOD's VRM Practice, 27-April-2013, Addis
Ababa, Written Notes
~ 59 ~
Training Coordinators) served as key informants. These three people are involved
in managing volunteers in various forms and level.
Responses for questioner prepared to assess the organizational capacity revealed
that there are currently 15 paid staffs at VECODs office in Addis Ababa. In the
other hand, 250 active volunteers are participating in three programmatic
activities of the organization i.e. Leadership and Management Skill Development,
Ethics and Anti-corruption club and other community based activities. However,
the Leadership and Management Skill Development program is the most
successful of the three volunteering program and that is close to the heart of
VECOD. This assessment is also done around this volunteering program.
Currently this program has 42 active volunteers that are pivotal in running the
program. Taking only this program alone thus, and comparing it with the
organizations 15 staffs, the proportion of staff-to-volunteer ratio is roughly 1:3
The following table shows the number of volunteers in three programmatic areas
for the last three years.
Volunteer involvement Area/Task Description
Number of volunteers
involved
2010 2011 2012
Leadership and Management Skill Development 37 39 42
Anti-corruption and Ethics club volunteers 150 300 440
Other community based activities 400 400 -
Table 3: Task description and number of volunteers
In an interview response to the researcher, the Executive Director said that
volunteers take up 90% of VECODs work
141
. If it was not for volunteers,
VECOD is not able to continue and run its programs.
141
~ 60 ~
Particularly, the contribution of volunteers is very significant considering
VECOD being an Ethiopian Charity
142
, which has to raise 90% of its income
from local sources.
VECOD overcame this limitation by recruiting the right number of volunteers for
all of its programmatic activities according to its plan. VECOD has also a method
of valuing or calculating the contribution of volunteers in terms of time and
money to this program. For instance, there are 26 training sessions in a week.
Each session is a 2-hour contact period. At the end of each session, every
volunteer signs a voucher that shows the market value of the professional fee for
the service rendered. Currently, the market value attached with the voucher is Birr
225 per hour. Thus, the total value is 450 for the two hour-contact session. In this
voucher, 50 Birr is paid to the volunteer as reimbursement for transportation and
out of pocket expenses the volunteer has incurred. The rest of the 400 birr is
recorded as a financial contribution forfeited by the volunteer to the organization.
This financial contribution gained by the organization through volunteerism is
recorded in the financial account of the organization and appears in its annual
audit report.
Thus taking this into account, the overall expense for a single week is Birr 11,700
(26 sessions x 450 Birr/2-hour). Out of this Birr 1,300 (26*50) is paid as out-of-
142
It is noteworthy to consider here the impact of the recent proclamation on
Ethiopian Charities. According to an assessment done on the impact of Charities
and Societies proclamation on NGOs, the assessment revealed that the law has
particularly affected Ethiopian Charities. Among the respondent to the assessment
93% of Ethiopian Charities said the law has negatively affected their ability to
generate income since it restrict their foreign source only to 10% of their total
income. Due to this factor, Ethiopian Charities were forced to scale down their
activities (50%) or change their identity (35%) to Ethiopian Resident Charities
while others were forced for merger or split (7%). [Kumlachew Dagne and Debebe
Hailegebriel, Assessment of the Impact of the Charities and Societies Regulatory Framework on
Civil Society Organizations in Ethiopia (CCRDA-Task Force on Enabling Environment for Civil
Societies in Ethiopia, Addis Ababa 2012) 12-13, 38-41]
~ 61 ~
pocket reimbursement for volunteers involved in that particular week. Deducting
the out-of-pocket reimbursement from the total cost i.e. Birr 10,400 is the
financial contribution of volunteers in a single week. Therefore, in a single round
of the leadership and management skill development training the overall
contribution of all volunteers involved is valued in financial terms as Birr
124,800. In terms of time a single round of training utilizes 624 hours of
volunteers time (excluding the time spent for the preparation for the training and
time and volunteer money and time spent in producing training materials).
According to the project coordinator of VECOD, there is no significant challenge
VECOD has faced except very few volunteers lacking commitment and expecting
financial rewards. While for the Training Coordinator the biggest challenges she
encountered in coordinating the training is the sudden request by a volunteer
facilitator for a change of schedule when they themselves are faced with an
unexpected situation that hinders them from delivering the training. To fix this
problem it is important to contact volunteer facilitators on reserve. However,
when this facilitator is contacted with only a few days left, it creates an uneasiness
between the volunteer and the coordinator since the volunteer had no time to
prepare.
Generally, however, many volunteers have rendered their service for the last three
years with a very low turnover. There are increasingly new volunteers being
added every time. Until now, VECOD has not faced any decline or lack of
volunteers for its leadership and management-training program. This is also
confirmed from the analysis of documents and the responses of volunteer
facilitators.
In reviewing the availability of elements of VRM practice at VECOD in this
program, the researcher was able to see the presence and practice of the following
elements to a larger degree or applying to all volunteers:-
i. Written statement of philosophy related to volunteer involvement
ii. Screening and matching volunteers to jobs,
iii. Consistent activities for recognizing volunteer contributions
iv. Supervision and communication to volunteers
~ 62 ~
v. Provision of an induction for volunteers
vi. Reimbursement of out-of pocket expenses
vii. Orientation for new paid staff about why and how volunteers are involved
in the organization's work
viii. Organizational financial statements reflect expenses related to volunteer
involvement
ix. Specific strategies for volunteer recruitment
x. Orientation for new volunteers
xi. Periodic assessments of volunteer performance
xii. Information related to volunteer involvement is shared with board
members and other stakeholders
xiii. Regular collection of information regarding volunteer involvement
While some practices of VRM that are not yet put in place include
i. Designated manager for overseeing management of volunteers
ii. Written position descriptions for volunteer roles
iii. Written policies and procedures for volunteer involvement
iv. Offer group supervision to volunteers
v. Clearly articulated volunteer resource handbook.
4.3 Analysis of response of volunteer managers
The three key staffs who are involved in managing volunteers at VECOD include
the Executive Director, the Project Coordinator, the Training
Coordinator/Librarian and the Assistant Training Coordinator. It should be noted
that volunteer managers in this case mean staffs in the organization involved in
managing volunteers or organizing volunteering at least some of the time. As
such, there is no full time designated manager/leader for overseeing management
of volunteers in organization-wide manner. The above staffs handle the volunteer
management tasks with varying degree and role. For instance, the project
coordinator handles volunteer management with the proportion of 10% of his day-
to-day task. While the Training Coordinator/Librarian handles the volunteer
management for up to 80% of her time.
The tasks of the Training Coordinator related with volunteers include
~ 63 ~
i. Contact volunteers to inform them of their assigned topic for the training
and the date
ii. Provide the already existing training material for the volunteer facilitator
(if there are any)
iii. Give assistance as volunteer facilitator to prepare training materials and
handouts (if there are not any)
iv. Brief the volunteer on the compositions of the audience before the class
starts (for example if there are people who do not understand Amharic
and the need to make the presentation in English)
v. Remind volunteer facilitators of the training date and time when the time
draws near through phone call
vi. Arrange class room and teaching aids such as LCD projector and
whiteboard so that the sessions start with good teaching-learning
environment
vii. Introduce the volunteer facilitator to the class by explaining his academic
background and previous experience and service to VECOD and his
volunteer contribution and finally by inviting trainees to warmly welcome
the volunteer facilitator
viii. Stay for half an hour in the session for supervision purpose.
ix. Come back again a few minutes before the close of the class and collect
feedback and reflection on the whole process including the facilitators
approach from the participants
x. Finally make a closing remark, appreciate the volunteer facilitators
contribution and dismiss the class
xi. Continue evaluating the volunteer facilitator and the topic independently
by collecting feedback from participants both oral and written
evaluations
xii. Compile the feedback and submit a written report for the Executive
Director
The Assistant Training Coordinator handles the task of introducing the volunteer
facilitator and collecting feedback for the trainings sessions that take place out of
the head office (in such places as at Mexico Square and Lagahar).
~ 64 ~
4.4 Analysis of Volunteer Facilitators response
The response of volunteer facilitators of the Leadership and Management Skill
Development program was collected using a web-based survey. As noted earlier,
VECOD has 42 active volunteer facilitators for this program. While some are
actively engaged in training, others serve as a reserve list in case the assigned
facilitator is not able to deliver the training. Out of the 42 volunteer facilitators, 24
were contacted through email using SurveyMonkey web site
143
. However, out of
these 24 volunteer facilitators, 16 responded to the survey. Therefore, the sample
size for this survey is 16, which is 38.1% of the population size of 42 facilitators.
Please see Annex 4 for full responses of respondents. Here below, however, is a
brief analysis of the response.
In a response to an open ended question on how respondents learned about a
volunteering opportunity at VECOD and what motivates them to volunteer, 15
people responded to the question and only 1 skipped it. In their response, 50% of
them informed that they were trainees themselves at one of the Leadership and
Management Skill Development programs. At the end of the training, they were
offered the opportunity to volunteer. One person said s/he went by himself/herself
and asked the organization to volunteer. While two people responded that they
were invited by VECOD to volunteer. Another 5 respondents informed that they
heard about the volunteering opportunity from friends, wife or colleagues.
Concerning what motivates them to volunteer, three people said other volunteer
facilitators who were their trainers while they were trainees themselves motivated
them. The majority of them, i.e. 9 respondents said that the personal or natural
interest to help others and contribute ones share was the primary reason for their
motivation. As one respondent put it I am naturally inclined to help people, but I
could not deny VECODs contribution in the initiation.
143
https://www.surveymonkey.com
~ 65 ~
Figure 2: Length of Voluntary Service of Respondents (n=16)
Considering the number of volunteers with more than 6 months of service,
constitutes 87.5% of the sample size demonstrates the low turnover of volunteers
in the organization. It also revealed that the organization is able to retain and keep
on motivating its volunteers.
Figure 3: Respondents' view on friendliness of VECOD staffs towards volunteers
The above response particularly aimed to evaluate the friendliness of VECOD
staff towards volunteers as they started volunteering. All of the respondents
responses show that the staffs are friendly. Nevertheless, the majority of them (i.e.
87.5%) consider the staff very/extremely friendly. The Conceptual Model for
Sustained Volunteerism (page 32) understands that the decline or lack of
0
Less than 6 months
6 months to 1 year
1 to 2 years
More than 3 years
0.00%
Not at all friendly
Slightly friendly
Moderately friendly
Very friendly
Extremely friendly
Respondents' view on friendliness of VECOD staffs towards
volunteers
~ 65 ~
2
3
3
0 1 2 3 4 5 6
0.00% 10.00% 20.00% 30.00% 40.00%
Not at all friendly
Slightly friendly
Moderately friendly
Very friendly
Extremely friendly
0.00%
0.00%
12.50%
37.50%
volunteers
~ 65 ~
8
7 8 9
40.00% 50.00%
50.00%
37.50%
volunteers
~ 66 ~
volunteers is primarily caused by early experience (initial volunteerism) with the
organization. From this, we can understand that the friendliness encountered by
almost all volunteer facilitators at the initial stage of their volunteering at VECOD
has contributed to the sustained volunteerism and the motivation to continue
volunteering. This result also implies a smooth relationship between paid staff and
volunteers.
Figure 4: Respondents' view Professionalism on the volunteer recruitment process at VECOD
In response to the question, how professional was the volunteer recruitment
process at VECOD, such as in matching the motivation, skill and profession of
the volunteer facilitator with the volunteer assignment you took, 75% of
respondents think that it is either very or extremely professional. The respondents
are thus saying that their skill and motivation to volunteer are being matched with
a suitable task in a deliberate and professional way.
As the Functional Approach to Volunteerism states this is one factor in creating a
more satisfying experience. The theory asserts, as in the survey, that when there is
a match between motive and the task, volunteers who performed such tasks report
more positive volunteer experiences and intended to continue volunteering in the
future. Particularly, viewing this result in light of the following figure reinforces
the functional approach of volunteerism. As shown in the next diagram, all of the
respondents believe that their skill and interest is matched with their volunteer
assignment. Although, respondents were given choice that No, but I still
Extremely
professional
25%
Very
professional
50%
Moderately
professional
25%
Responents' view Professionalism on the volunteer recruitment process at
VECOD
~ 67 ~
volunteer or Not at all; That is why I stopped volunteering but none of the
respondents chose these responses.
Figure 5: Match between volunteer skill/interest and Assignment
Figure 6: Respondents view on the presence of elements of VRM at VECOD
Respondents were asked to evaluate the presence of the nine best practices of
VRM that are identified, adopted and used by the Urban Institute for
another/similar survey. Respondents were able to choose more than one choice. In
their response, volunteer facilitators selected seven of nine of the best practice as
seen in the diagram. This shows VECOD has adopted the majority of the best
practices.
Match between volunteer skill/interest and Assignment
Supervision and communication
Liability coverage*
Regular collection of information
Written job descriptions
Orientation and Training
Management and Ongoing support
Respondents view on the presence of elements of VRM at VECOD
~ 67 ~
practices.
Fully Matched
75%
Match to some
extent
25%
25.00%
12.50%
12.50%
31.25%
6.25%
6.25%
Liability coverage*
Regular collection of information
Written job descriptions
Recognition
Orientation and Training
Management and Ongoing support
~ 67 ~
practices.
Fully Matched
75%
81.25%
~ 68 ~
Among these elements of VRM, one particular questioner was prepared on the
type of recognition VECOD is rendering for volunteer facilitators. The proportion
and type of recognition activities are as follows:
Involving in decisionmaking processes (25%); Involving in developing volunteer
roles(25%); Awards or certificates, thank you letters (75%); Announcements in
local newspapers, radios or social events (18.75%); Inclusion in relevant
meetings (25%); and Invitations to represent the organization at special events
(6.25%)
Answer to Choice
Responses in
percentage
Number of
respondents
Extremely satisfied 68.75% 11
Moderately satisfied 18.75% 3
Slightly satisfied 12.5% 2
Neither satisfied nor dissatisfied 0.00% 0
Moderately dissatisfied 0.00% 0
Extremely dissatisfied 0.00% 0
Total 16
Table 4: The level of satisfactions on the recognition activity of VECOD by volunteer facilitators.
The result listed in the above table reveals that overall, all volunteers were
satisfied with the recognition efforts VECOD is putting on its volunteer
facilitators. No respondent reported any kind of dissatisfaction or neutrality.
However, there is one thing to be noted between Figure 6 and Table 4 in relation
to recognition. On one hand in a response that only related to recognition, 11 or
68.75% respondents revealed that they are extremely satisfied with the level of
recognition they get from VECOD. However, in a question that put recognition
with other elements of VRM with the possibility of choosing more than one
element, only five (31.25%) respondents selected it as a practice exhibited at
VECOD. Although all the other case data (including these two) suggest the
presence and exercise of recognition by VECOD for its volunteers, it indicates
that VECOD needs to do more in this area. In addition, while the out-of-pocket
reimbursement is so visible (selected by almost all volunteer facilitators),
recognition seems to lack that visibility by respondents. This is also noted as one
area of improvement the respondents suggested.
~ 69 ~
Among the 16 respondent of this survey, eight of them used to volunteer for other
NGOs and has now stopped their volunteering involvement for various reason.
The following graph summarize the reason for discontinuing their volunteering
engagement to other previous NGOs
Figure 7: Reasons for stopping volunteering in previous experiences
Figure 8: Overall Satisfaction of Volunteer Facilitators in their engagement at VECOD
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Time Constraint
Reasons for stopping volunteering in previous experieances
Extremely satisfied
Moderately satisfied
Slightly satisfied
Neither satisfied nor dissatisfied
Slightly dissatisfied
Moderately dissatisfied
Extremely dissatisfied
Overall Satisfaction of Volunteer Facilitators in their engagement at
VECOD
~ 69 ~
Time Constraint Poor volunteer
management practice
Location/distance
28.57%
57.14%
28.57%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
Extremely satisfied
Slightly satisfied
68.75%
18.75%
12.50%
0.00%
0.00%
0.00%
0.00%
VECOD
~ 69 ~
Location/distance
28.57%
50.00%
60.00%
70.00%
VECOD
~ 70 ~
At the end of the survey, respondents were given the chance to suggest and enlist
any improvement required in the VRM practice of VECOD and any additional
support VECOD needs to provide to its volunteers. Here below is the summary of
relevant responses to an open ended question on how VECOD could improve its
VRM practices and what kind of additional support volunteers need from
VECOD.
a. Recognition: More intensified recognition efforts should continue to be
made.
b. Communication: Work on a more transparent communication between the
organization and volunteers. In addition, volunteers need to be notified at least
one month in advance about the role that is needed from them. Another point
to consider in this regard is the communication of feedback or evaluation of
trainers and the training program to the volunteer facilitators so as to improve
the quality of the training.
c. Impact assessment: on the training that volunteer facilitators are delivering.
d. Quality of Service: Persistence to maintain the quality of the service.
e. Training and Development: TOT for the volunteer trainers and experience
sharing sessions with other experienced volunteer facilitators need to be
arranged.
f. Competent Coordinator: Well trained and highly experienced volunteer
program coordinator who understands volunteerism is essential. Otherwise the
service and engagement of volunteers may decline.
g. Network: Create a network of volunteer facilitators for more positive
impact.
h. Forum: Create volunteer discussion forums for better impact.
i. Create more Opportunity: to exhaustively utilize more resource endowed on
volunteers since one volunteer might have a lot of skills as long as the
volunteer is ready to contribute
4.5 Content analysis through direct observation
The researcher was also able to directly observe how a volunteer facilitator
conducted the training sessions and the support facilitators are getting from
~ 71 ~
VECODs Training Coordinator. The researcher was able to observe that it is the
trend at VECOD to introduce the volunteer facilitator to the trainees at the
opening of the session and evaluate the session at the end of the training that is
coordinated by the Training Coordinator.
The other opportunity the researcher had to directly observe and analyze was the
content of the graduation ceremony of the 37
th
Round that was held on 11 May
2013. In this event, the researcher witnessed that in most of the speeches made
volunteers contribution to the success of this program was frequently mentioned
and praised. Beside these, 5 women and 37 men (total of 42) volunteer facilitators
were called up to the podium and were given a token gift. It should be noted that
women volunteers constitute only 12%. Few volunteer facilitators were among
the speakers. The audience was invited to be ardent volunteers in the model of
their volunteer facilitators. Finally, the graduates made a voluntary gift of material
contribution worth of 24,135 Birr to VECOD.
4.6 Analysis of interview done with key informants
One key informant was the Executive Director. In an interview with the Director,
the researcher was able to notice the following issues.
Regarding the recruitment process of volunteers, the director noted the following:
The recruitment process at VECOD start when potential volunteers came to us
after they have learnt about VECOD and got interested to volunteer. Initially we
used to invite them to attend the three month leadership and management skill
training so that they may have fair idea of the teaching-learning style VECOD is
using. However, later VECOD learned all volunteer are not able to attend the all
the three month training sessions due to their tight schedule. So later, we adopt
another mechanism. New volunteers need only to attend one or two session of the
training before they embark on their own training session. The other recruitment
method is from the leadership and management skill development trainees
themselves. VECOD always invite and facilitate the platform for every round
participant to volunteer
144
. Especially the volunteers for development course
144
~ 72 ~
that is part of the leadership and management development skill package is
intended to motivate and engage trainees in volunteerism. VECOD also invites
few voluntary but high profile guest lecturers on specific area of some of the
trainings.
Whenever a potential volunteer wanted to volunteer, s/he will be provided with a
form to complete which describes educational background, experience and area of
interest or topics in which the volunteer want to contribute. This practice was
confirmed by the respondents of the survey completed by volunteer facilitators.
The director also noted that there are many people and scholars who want to
contribute their share for their country in voluntary activities. What they lack is
the existence of favorable environment and platform for their engagement. In this
regard, VECOD believes it has created that environment and platform for
volunteerism.
One other thing the Director noted is the legal frame work in which VECOD is
operating. Although many NGOs found it difficult to operate in the new legal
regime that is governing all NGOs, the Executive Director claims that this has
not affected VECOD much since we greatly depend on volunteers. He also said
our utilization of volunteers has helped us to maintain lower administration cost.
Concerning recognition given to its volunteers, the Director said that VECOD
conveys its motto Value and Recognitions for Volunteers! in every way
possible. VECOD in its part is recognizing volunteers through awarding
volunteers:
o Certificate of Ambassador of Peace
o Certificate of Ambassador of Volunteerism for Development
o Certificate of Ambassador of Good Ethics
In addition, VECOD writes a letter of recommendation, whenever necessary and
when any volunteer requests it.
~ 73 ~
4.7 Analysis of Documents
Volunteer Facilitators Record: VECOD has a list of volunteer facilitators that are active
and available for delivering trainings. Their name and telephone number is recorded
under the course name they are assigned to give. In the list, the researcher observed that
there are on average seven volunteer facilitators for every course. However, the
researcher also noted that few volunteer facilitators are assigned for more than one
course. The Training Coordinator also informed the researcher that in assigning a
facilitator, VECOD gives priority to senior volunteers.
~ 74 ~
Chapter Five: Findings, Conclusions and Recommendations
5.1 Findings
i. To establish common ground and terminology, the adopted definition of
volunteerism or volunteer work in this context is defined as unpaid and
non-compulsory work provided to a third party (either through an organization
or directly for others outside their own household). Volunteerism is performed
without any obligations and out of free will that emanates from a desire to
contribute to the common good in a spirit of solidarity, without expectation of
material or financial reward. Monetary reward is not the principal motivating
factor. However, a reasonable reimbursement of out of pocket expenses
incurred by volunteers such as transport is justified but by no means equates
to or substitutes for a monetary value for the volunteer work
ii. The analyzed case data supported the prediction of the assumption that it is
only through adoption of the right practice of volunteer resource management
that organizations harvest from the vast volunteer resource for the benefit all
involved.
iii. The study also tested the theories, best practices and identified elements of
VRM to be true in most cases.
a. For instance, this research provided support for the UPS sponsored
research findings of six key elements in effective volunteer
resource management (see page 30)
b. The study also found the majority of the nine principles of Best
Practice of volunteer resource management of the Urban Institute
to be applicable and as factors for effective volunteer resource
management
c. The Sociological Theory of Volunteer Work states that like other
forms of work, volunteers demand resource is found also to be true
in this research.
d. As the Functional Approach to Volunteerism states, this study also
found that matching volunteers skill, motives and interest with the
~ 75 ~
task is one considerable factor in creating a more satisfying
experience. The theory asserts, as in the survey, that when there is
a match between motive and the task, volunteers who performed
such tasks report more positive volunteer experiences and intended
to continue volunteering in the future
iv. Organization variables are key determinants of the decision to volunteer and
its sustained behavior
v. The success of volunteering program is directly related
a. to the investment the organization on the infrastructure that make it
happen
b. the commitment to open opportunities for volunteers to engage
c. the belief that it is the responsibility of civil society to create a
platform for the engagement of volunteers
d. the level of adoption of elements and best practices of VRM
vi. Against the view of Urban Institute Report, however, this study found that
even small charities can adopt most of the best practices of VRM
vii. Volunteerism will serve as one of the best survival and coping mechanisms in
the changing and very restrictive legal environment of Ethiopia
viii. An NGO could have enormous reservoir of skills, energy and local knowledge
of homegrown volunteers to achieve its goals
ix. This study also disproves the misconception that assumes volunteerism as
free. Rather it found that volunteerism requires investment in infrastructure to
ensure effective contributions.
x. Regarding recruitment, putting in place a specific strategy and mechanism to
recruit volunteers saves volunteer managers from their biggest challenge i.e.
recruiting enough competent volunteers for the specific task.
xi. Assigning staff members (at least some of their time) to coordinate the work
of volunteers makes a huge difference in the effectiveness of a volunteer
program in an organization.
~ 76 ~
5.2 Conclusion
This research has begun with the assumption that there is abundant homegrown
volunteer resource. As common experience tells and as can be seen in the
literature review which introduced us to the global trend, this huge resource is not
being utilized in the development endeavors as much as it should.
The research has presented the basic information and skill in the area of VRM
which might be used as guide to provide at least minimal support to volunteer
program. It has also presented an apparently successful case and made an in-depth
examination of its VRM practices based on the prevailing theories and best
practices that the contemporary world provided through critical review of relevant
literatures.
The research found out a relatively small charity as in this case was able to apply
the principles of VRM. It was able to recruit and retain large reservoir of
volunteers. As a result it is harvesting the fruit of volunteerism performing
considerably large proportion of its regular work through volunteerism. This
clearly demonstrates that other charities and societies small and large can follow
suit as long as they are keen to adopt the principles.
Why should charities need to do that? This is because as they start to harvest the
fruit of volunteerism, they also start to generate greater yield in the Birr value by
lowering administrative costs that could be channeled to the ultimate beneficiaries
and to the ultimate goal they stand for. This in turns create leverage in grant
making by creating interest on donors.
However, to see the situation of volunteerism in wider scale, similar studies
should be undertaken to test other apparently successful volunteer involving
organizations and their level of adoption of VRM principles. Even at a wider
level, assessment of charities and societies should be done to examine how many
of them are involving volunteer beyond their board.
~ 77 ~
5.3 Recommendations
The following points are recommendation given that improve the VRM program
of the case understudy in particular and the civil society in general. It also
addresses issue of national significance. Part of the recommendation is already
what volunteers have suggested through the completed survey.
i. The presences of a fully designated paid manager that oversee management of
volunteers intensify the effectiveness of volunteerism even more. VECODs
volunteers recommended the presence of competent coordinator that is well
trained and highly experienced in volunteer program coordination who
understands volunteerism.
ii. If grant makers assist charities in employing (or seconding) paid volunteer
managers, all involved parties will generate greater yield in the Birr value of
their investment in the charity work.
iii. Clearly articulated volunteer resource handbook, policies & procedures and
position descriptions for volunteer roles put volunteers in comfortable position
and make communication easier.
iv. Offer group supervision to volunteers
v. Recognition: More intensified recognition need to be made beyond the current
practices and trends.
vi. Communication: Work on a more transparent communication between the
organization and volunteers. In addition, in case of VECOD volunteers need
to be communicated at least one month ahead what role is needed from them.
Another point to consider in this regard is the communication of feedback or
evaluation to the volunteer to improve the quality of service delivered by
volunteers.
vii. Impact assessment: of the service of volunteer need to be made that benefit
both the organization and volunteers
viii. Quality of Service: Ann organization that start to involve volunteers should be
persistent to keep the quality of the service
~ 78 ~
ix. Training and Development: volunteers need continues training to make their
contribution effective. VECODs volunteer are insisting a TOT and
experience sharing sessions with other experienced volunteer facilitators need
to be arranged.
x. Infrastructures: that facilitate the smooth deployment of volunteer resource
should not be only the matter of individual civil society organization. Rather
the government of Ethiopia need to start setting up policies frameworks that
strength both formal and informal volunteering
~ 79 ~
Bibliography
Adirondack, Sandy, Just About Managing: Effective Management for Voluntary
Organization and Community Group. London: Voluntary Service Council, 1998.
Allahyari, Rebecca Anne, Visions of Charity: Volunteer Workers and Moral Community .
California: University of California Press, 2000.
Brewis, Georgina, Matthew Hill, and Daniel Stevens, Valuing Volunteer Management
Skills. Quantitative Survey, Institute for Volunteering Research, September 2010.
Clary, E. Gil, et al, "Understanding and Assessing the Motivations of Volunteers: A
Functional Approach." Journal of Personality and Social Psychology (The American
Psychological Association) Vol. 74, no. 6 (1998): 1516-1530.
Commonwealth of Australia and Volunteering Australia, Working with Volunteers and
Managing Volunteer: Programs in Health Care Settings. Canberra: NHMRC, 2003.
Connors, Tracy Daniel, ed., The Volunteer Management Handbook: Leadership
Strategies for Success. 2nd Edition. New Jersey: John Wiley & Sons, Inc., 2012.
Corporation for National and Community Service, Volunteering Reinvented: Human
Capital Solutions for the Nonprofit Sector . Washington: Corporation for National and
Community Service, 2007.
Cuskelly, Graham, Tracy Taylor, Russell Hoye, and Darcy Simon, "Volunteer
Management Practices and Volunteer Retention: A Human Resource Management
Approach." Sport Management Review, 2006: 141-163.
Dagne, Kumlachew, and Debebe Hailegebriel. Assessment of the Impact of the Charities
and Societies Regulatory Framework on Civil Society Organizations in Ethiopia. Addis
Ababa: CCRDA-Task Force on Enabling Enviroment for Civil Societies in Ethiopia,
2012.
Drucker, Peter F, Managing the Non-Profit Organization: Principles and Practices. New
York: Harper Collins, 1990.
Eckstein, Susan, "Community as Gift-Giving: Collectivistic Roots of Volunteerism."
American Sociological Review (American Sociological Association) Vol. 66, no. 6 (Dec
2011): 829-851.
FDRE House of People Representatives, "Charities and Societies Proclamation:
Proclamation No. 621/2009 ." Federal Negarit Gazeta of The FDRE (Brehanena Selam),
no. 15th Year No.25 (Feb 2009): 4521-4566 .
George, Alexander L., and Andrew Bennett, Case Sudies and Theory Development in the
Social Sciences. Massachusetts: BCSIA, 2005.
~ 80 ~
Greenslade, Jaimi H., and Katherine M. White, "The Prediction of above Regular
Participation in Volunteerism: A Test of the Theory of Planned Behaviour and the
Volunteers Functions Inventory." Journal of Social Psychology (Heldref Publications)
145(2) (2005): 155-172.
Grossman, Jean Baldwin, and Kathryn Furano, Making the Most of Making Volunteers.
London: Public/Private Ventures , 2002.
Hager, Mark A, and Jeffrey L Brudney, Volunteer Management Practices and Retention
of Volunteers. Washington: The Urban Institute, June 2004.
Houle, Barbara J., Brad J. Sagarin, and Martin F. Kaplan, "A Functional Approach to
Volunteerism: Do Volunteer Motives Predict Task Preference?" Basic and Applied Social
Psychology (Lawrence Erlbaum Associates, Inc.), 2005: 27(4), 337-344.
Hyden, Gordan, and Mahlet Hailemariam, "Voluntarism and Civil Society: Ethiopia in
Comparative Perspective." Afrika Spectrum, no. 38 (2003): 215-234.
Ibsen, Bjarne, Human Resource Management for Volunteers in Sports Organisations in
Europe . University of Southern Denmark, 2012.
ILO, Manual on the Measurement of Volunteer Work. Geneva: International Labour
Office, 2011.
International Labour Organization, Manual on the Measurement of Volunteer Work .
Geneva: International Labour Office, 2011.
Johansson, Rolf, "Case Study Methodology , ." Methodologies in Housing. Stockholm:
Royal Institute of Technology, 2003.
Len, Mara Celeste Dvila de, and Fernando Chacn Fuertes. "Prediction of Longevity
of Volunteer Service: A Basic Alternative Proposal." The Spanish Journal of Psychology
Vol. 10, no. 1 (2007): 115-121.
Manara, Kenny, "Civil Society Voluntarism in Tanzania." Kepas Working Papers
(Kepa), no. 29 (2009).
McLaughlin, C G, and W K Zellers, "The Shortcomings of Voluntarism in the Small-
Group Insurance Market." Health Affairs 11, no. 2 (1992): 28-40.
Meier, Stephan, and Alois Stutzer, "Is Volunteering Rewarding in Itself?" Discussion
Paper Series (IZA) Discussion Paper No. 1045 (March 2004).
Morrow-Howell, Nancy, Jim Hinterlong, Phillip A Rozario, and Fengyan Tang, "Effects
of Volunteering on the Well-Being of Older Adults." Journal of Gerontology: Social
Science (The Gerontological Society of America) Vol. 58B, no. 3 (2003): S137S145.
Muhaz, "The Need for a National Policy for Voluntarism has been disclosed." Jan 2013:
4.
~ 81 ~
Pattie, Charles, Patrick Seyd, and Paul Whiteley, "Citizenship and Civic Engagement:
Attitudes and Behaviour in Britain." Political Studies 2003 VOL 51 (March 2003): 443
468.
Patton, Michael Quinn. Qualitative Research & Evaluation Methods. 3rd Edition.
Thousand Oaks: Sage Publications, 2002.
Penner, Louis A., "Dispositional and Organizational Influences on Sustained
Volunteerism: An Interactionist Perspective." Journal of Social Issues Vol. 58, no. 3
(2002): 447467.
Robert, Dana L., Christian Mission: How Christianity Becomes a World Religion.
Oxford: Wiley-Blackwell, 2009.
Tadele Derseh, interview by Tewodros Shibru. VECOD's VRM Practice Addis Ababa,
(April 27, 2013).
Taskforce on Enabling Environment for Civil Society in Ethiopia, Users Manual for the
Charities and Societies Law. 2011: CSO Taskforce, Addis Ababa.
Tucker, Paige, ed. A Guide to Investing in Volunteer Resources Management: Improve
Your Philanthropic Portfolio. UPS Foundation, 2003.
United Nations General Assembly, "Resolution 56/38: Recommendations on support for
volunteering." Resolution adopted by the General Assembly. New York, 10 January 2002.
47881: 1-7.
UNV. State of the Worlds Volunteerism Report: Universal Values for Global Well-
being, 2011. New York: United Nations Volunteers, 2011.
. "Showing that Volunteering Matters." UNV Annual Report 2011: Volunteering for
Our Future, 2012: 21-26.
UPS Foundation, A Guide to Investing in Volunteer Resources Management: Improve
Your Philanthropic Portfolio.
Urban Institute, Volunteer Management Capacity in Americas Charities and
Congregations: A Briefing Report. Washington, D.C.: Urban Institute, 2004.
Volunteer Canada, Safe Steps: A Volunteer Screening Process. Ontario: Volunteer
Canada Inc., 2001.
Volunteering Australia, National Standards for Involving Volunteers in Not-for-Profit
Organisations. 2nd ed. Melbourne, Australia: Volunteering Australia Inc., 2001.
. National Survey of Volunteering Issues 2009. Melbourne: Volunteering Australia
Inc., 2009.
. Working with Volunteers and Managing Volunteer. Canberra: NHMRC, 2003.
~ 82 ~
Vuuren, Mark van, Menno D. T. de Jong, and Erwin R. Seydel, "Commitment With or
Without a Stick of Paid Work: Comparison of Paid and Unpaid Workers in a Non-Profit
Organization." Chap. 4 in Why Work? The Contribution of Value Perceptions and
Efficacy Expectations to Organizational Commitment, by Mark van Vuuren, 77-104.
University of Twente, 2006.
Walliman, Nicholas, Your Research Project: A Step-By-Step Guide for the First-Time
Researcher. London: SAGE Publications, 2001.
Wilson, John, and Marc Musick, "Toward an Integrated Theory of Volunteer Work: Who
Cares? ." American Sociological Review Vol. 62 (October 1997): 694713.
Zarinpoush, Fataneh, Cathy Barr, and Jasson Moreton, Managers of Volunteers: A
Profile of the Profession. Ontario: Imagine Canada, 2004.
~ 83 ~
Annexes
Annex 1: Questioner to Assess Organizational Capacity on VRM
1. Organizational Profile of VECOD (from the organization documents)
2. How many paid staff does VECOD currently have?
3. How many volunteers does your organization currently have?
4. How do you describe (the success of) your volunteer program? (compared with
similar NGOs in Addis)
5. Task description and number of volunteers VECOD involve on an annual basis?
Volunteer involvement Area/Task Description
Number of volunteers involved
2010 2011 2012
6. Is VECOD able to recruit the right numbers of volunteers for each of the roles that it
wants to fill?
List of task that VECOD is involving
or plan to involve volunteers
Able to recruit the
right numbers of
volunteers
Not able to recruit
the right numbers
of volunteer
Dont
know
-
7. Do you have a volunteer resource management handbook or anything similar?
8. What benefit has volunteerism brought to VECOD? What is the level of contribution of
volunteers in the overall organizational performance?
9. If it was not for volunteers, what would the organization not be able to accomplish
without volunteers?
10. What kind of recognition do you give to your volunteers?
i. Is volunteerism part of the strategic plan or other important documents?
ii. Is volunteerism part of the budget?
iii. Is the amount of contribution and recognition commensurate?
11. Does VECOD have a method of valuing (calculating) the contribution of volunteers in
terms of time and money?
12. What was the coping mechanism VECOD adopted to tackle the challenges brought by
the 70/30 directive of CSA?
i. What was the contribution of volunteerism as coping mechanism?
ii. Was volunteerism an effective coping mechanism for this challenge? How?
iii. Is your organization being able to maintain the requirements of the directive?
iv. But is there a way that volunteers have contributed to this low administration
cost?
13. List the three most difficult challenges VECOD face in its volunteer management
practice
14. On average for how long do volunteers render their service? How do you rate the rate of
turnover of volunteers?
15. Have you ever been faced with the decline or lack of volunteers? What were the reasons?
~ 84 ~
16. Reviewing the availability of volunteer management practice offered to volunteers
Descriptions Yes,
for all
volunteers
Yes, for
Some
volunteers
No Dont
know
Use a written policy on volunteer involvement
Written job descriptions for volunteers
Produce written task descriptions for the roles
volunteers carry out.
Offer supervision and communication to volunteers
Offer group supervision to volunteers
Screening and matching volunteers to jobs,
Meet and discuss volunteers when they leave or
terminate their involvement
Recognition activities
Provide an induction for volunteers
Liability coverage for volunteers,
Regular collection of information on volunteer
involvement, annual measurement of volunteer
impact,
Training and professional development for
volunteers, and
Training for paid staff in working with volunteers
17. Reviewing Presence of Elements of Volunteer Resources Management
# Elements of Volunteer Resources
Management
Currently
in place to
a large
degree
Currently
in place to
some
degree
Not
currently
being done
Not
applicable
or not
relevant
1 Written statement of philosophy related to
volunteer involvement
2 Orientation for new paid staff about why
and how volunteers are involved in the
organization's work
3 Designated manager/leader for overseeing
management of volunteers agency-wide
4 Periodic needs assessment to determine
how volunteers should be involved to
address the mission
5 Written position descriptions for volunteer
roles
6 Written policies and procedures for
volunteer involvement
7 Organizational budget reflects expenses
related to volunteer involvement
8 Periodic risk management assessment
related to volunteer roles
9 Reimburse of out-of pocket expenses for
volunteers
~ 85 ~
10 Specific strategies for volunteer
recruitment
11 Standardized screening and matching
procedures for determining appropriate
placement of volunteers
12 Consistent general orientation for new
volunteers
13 Consistent training for new volunteers
regarding specific duties and
responsibilities
14 Designated supervisors for all volunteer
roles
15 Periodic assessments of volunteer
performance
16 Periodic assessments of staff support for
volunteers
17 Consistent activities for recognizing
volunteer contributions
18 Regular collection of information
regarding volunteer involvement
19 Information related to volunteer
involvement is shared with board members
and other stakeholders
20 Volunteer resources manager is included in
top-level planning
~ 86 ~
Annex 2: Questioner to Volunteer Resource Managers
This questionnaire is for people who manage volunteers in a volunteer involving
organization (i.e. organization that involves volunteers in its work other than members of
its board, governing body or management committee). In this case, person who manage
volunteers mean a person work in the organization includes managing volunteers or
organizing volunteering at least some of the time.
1. What is the title of your position?
2. What are your key responsibilities in this position?
3. Taking your job as a whole, approximately what proportion of the time you spend
working for your organization in organizing volunteering?
4. Are you involved in planning for volunteering at your organization? This may include
creating/developing a volunteer program or preparing/updating policies.
5. Roughly, how many volunteers are you personally involved in managing or looking
after? What other organizational structure do you use to manage/support volunteers?
6. Is volunteer resources management included in the job description of any other staff
responsible for this function?
7. If so, what training do they receive to prepare them to manage their unpaid staff?
8. What are the three biggest challenging tasks you face as you coordinate the volunteer
program?
o
o
o
9. What is your recruitment mechanism? What challenge do you face in this ask?
10. How do you evaluate the relationship between paid staff and volunteer?
11. Is there a mechanism to calculate hours of service volunteers provide and the monetary
value of the time given by volunteers annually?
12. Recruitment and retention of volunteers: First of all, over the last year, to what extent did
your organization have difficulties with each of the following?
~ 87 ~
Annex 3: Web based survey to volunteers Powered by SurveyMonkey
145
Survey on VECOD's Volunteer Management Practice:
1. For how long have you volunteered for VECOD?
For how long have you volunteered for VECOD? Less than 6 months
6 months to 1 year
1 to 2 years
More than 3 years
2. How did you first learn about the volunteering opportunity at VECOD? What motivate
you or makes you volunteer for VECOD?
3. How friendly were the staffs at VECOD when you start volunteering?
How friendly were the staffs at VECOD when you start volunteering? Extremely friendly
Very friendly
Moderately friendly
Slightly friendly
Not at all friendly
Other (please specify)
4. How professional was the volunteer recruitment process at VECOD? (such as in
matching your motivation, skill and profession with the volunteer assignment you took)
Extremely professional
Very professional
Moderately professional
Slightly professional
Not at all professional
145
http://www.surveymonkey.com/MySurveys.aspx
~ 88 ~
5. The actual volunteering engagement you took at VECODE, does it match with your skill,
interest or motivation to volunteer?
Yes, fully
Yes, to some extent
No, but I still volunteer
Not at all. That is why I stopped volunteering
Dont know
6. In what way VECODs management, leadership or staff recognize your effort and
contribution as a volunteer? (You can select more than one item and please add more if
there are issues you want to add in the add other section)
Involving in decisionmaking processes
Involving in developing volunteer roles,
Awards or certificates, thank you letters
Announcements in local newspapers, radios or social events
Inclusion in relevant meetings,
Invitations to represent the organization at special events
7. If you have been involved in volunteering to other NGOs and has stopped, what was/were
the reason/s?
Time constraint
Poor volunteer management practice
Location (distance)
My contribution seems not to make any difference for the organization
~ 89 ~
The organization was not recognizing my contribution
8. What kind of support are you getting from the management/leadership of VECOD?
Out of pocket expense reimbursement (such as transport expense)
Regular collection of information on volunteer involvement
Provision of written job descriptions for volunteers
Annual measurement of volunteer impact
Screening potential volunteers to ensure appropriate entry and placement
Orientation and training to provide volunteers with the skills and outlook needed
Management and ongoing support of volunteers by paid staff to ensure that volunteer time is
not wasted
9. Overall, are you satisfied with your volunteer engagement at VECOD?
Extremely satisfied
Slightly satisfied
~ 90 ~
10. What can VECOD do to improve its volunteer resource management practices? What
kind of support would you like to get from the management/leadership of VECOD?
11. How satisfied are you about recognition given your volunteer contribution at VECOD?
Extremely satisfied
Slightly satisfied
Submit response >>
Powered by SurveyMonkey
Check out our sample surveys and create your own now!
Annex 4: Web based survey result
Survey on VECOD's Volunteer
Management Practice:
Analyze Results Collect Responses Design Survey
RESPONDENTS: 17 of 17
Question
Summaries
t
Data
Trends
U
Individual
Responses
Export All
CURRENT VIEW ?
SAVED VIEWS (1) ?
EXPORTS ?
11.76% 2
52.94% 9
17.65% 3
17.65% 3
PAGE 1
Q1
For how long have you volunteered for
VECOD?
Answered: 17 Skipped: 0
Total 17
Q2
How did you first learn about the
volunteering opportunity at VECOD? What
motivate you or makes you volunteer for
VECOD?

Share Export Chart Customize
Less than 6
months
6 months to
1 year
1 to 2 years
More than 3
years
0% 20% 40% 60% 80% 100%
11. 76%
52. 94%
17. 65%
17. 65%
Answer Choices Responses
Less than 6 months
6 months to 1 year
1 to 2 years
More than 3 years
w Responses (16) C Text Analysis z My Categories
Home My Surveys Survey Services Plans & Pricing
+ Create Survey
Upgrade tshibru
?
35.29% 6
52.94% 9
11.76% 2
0% 0
0% 0
?

Showing 16 responses
Q3
How friendly was the staffs at VECOD when
you start volunteering?
Total 17
Comments (1)

Showing 1 response
Search responses s Categorize as... Filter by Category
I WAS ONCE A TRAINEE. I HAVE A VISION TO BE GOOD TRAINER IN THIS FIELD IN THE FUTURE AND I
AM EAGER TO CONTRIBUTE FOR THE SOCIETY.
6/17/2013 5:34 PM View respondent's answers
at VECOD, profisionally am Nurse and am working at Black Lion Hospital, with pooor,suffering with chronic
and injured and had so complicated life experiance pts and peoples B/c of this. i wanna to be Motivational
Speaker, i wanna 2 change Millions life. I RELLY WANNA TO C MY ETHIOPIA DEVELOPED COUNTRY.
I heard about VECOD from my business partner. It has an amazing vision!!!
when i was a trainee in 28th round i got the information about volunteering opportunity,since i am very much
interested in volunteering i fill the application form and serve as a volunteer.
I was one of it's students and at the end of our class we were told that we can volunteer at VECOD. I hope I
am naturally like to help others even if the contribution of the idea I got from VECOD is undeniable
6/6/2013 10:18 AM View respondent's answers
i was a trainee in 30th round in vecod.i learned by volunters that is why i am serving in vecod as a
Extremely
friendly
Very friendly
Moderately
friendly
Slightly
friendly
Not at all
friendly
0% 20% 40% 60% 80% 100%
35. 29%
52. 94%
11. 76%
Extremely friendly
Very friendly
Moderately friendly
Slightly friendly
Not at all friendly
23.53% 4
47.06% 8
29.41% 5
0% 0
0% 0
Q4
How professional was the volunteer
recruitment process at VECOD? (such as in
matching your motivation, skill and
profession with the volunteer assignment
you took)
Total 17
Comments (0)
Mr. Tadele Dereseh is the pole of VECOD and he makes you feel and touch VECODE and triggers you to
learn a lot in all aspects of life.
Extremely
professional
23. 53% (4)
Very professional
47. 06% (8)
Moderately
professional
29. 41% (5)
Extremely professional
Very professional
Moderately professional
Slightly professional
Not at all professional
76.47% 13
23.53% 4
0% 0
0% 0
0% 0
?
Q5
The actual volunteering engagement you
took at VECODE, does it match with your
skill, interest or motivation to volunteer?
Total 17
Comments (1)

Showing 1 response
Q6
In what way VECODs management,
leadership or staff recognize your effort and
Yes, fully
76. 47% (13)
Yes, to some extent
23. 53% (4)
Yes, fully
Yes, to some extent
No, but I still volunteer
Not at all. That is why I stopped volunteering
Dont know
Still I have much more to contribute
23.53% 4
23.53% 4
76.47% 13
17.65% 3
23.53% 4
11.76% 2
17.65% 3
?
contribution as a volunteer? (You can select
more than one item and please add more if
there are issues you want to add in the add
other section)

Showing 3 responses
Involving in
decision
making
processes
Involving in
developing
volunteer...
Awards or
certificates,
thank you...
Announcements
in local...
Inclusion in
relevant
meetings,
Invitations
to represent
the...
Other
(please
specify)
0 3 6 9 12 15
4
4
13
3
4
2
3
Involving in decisionmaking processes
Involving in developing volunteer roles,
Awards or certificates, thank you letters
Announcements in local newspapers, radios or social events
Inclusion in relevant meetings,
Invitations to represent the organization at special events
Responses Other (please specify)
invitation during garduation cermony of the trainee and recognation with award
Giving training to schools
In facilitating Trainees
28.57% 2
57.14% 4
28.57% 2
?
Total Respondents: 17
Q7
If you have been involved in volunteering to
other NGOs and has stopped, what
was/were the reason/s?
Comments (8)

Showing 8 responses
Q8
What kind of support are you getting from
the management/leadership of VECOD?
Time constraint Poor volunteer
management practice
Location (distance)
0%
20%
40%
60%
80%
100%
28. 57%
57. 14%
28. 57%
Time constraint
Poor volunteer management practice
Location (distance)
I haven't been involved so far
No other experiences in volunteering
They don't have regular program to provide that make the communication loose
I didn't stop
not
i didn't quit volunteering to other NGOs
some organization think of that Volunteers join them for the sake of getting hired so in some
organizations voluntarism is not getting due consideration
23.53% 4
82.35%
14
11.76% 2
11.76% 2
29.41% 5
0% 0
0% 0
5.88% 1
5.88% 1
Comments (0)
Q9
Overall, are you satisfied with your
volunteer engagement at VECOD?
Supervision
and
communication
Out of
pocket
expense...
Regular
collection
of...
Provision of
written job
descriptions...
Recognition
activities
Annual
measurement
of
volunteer...
Screening
potential
volunteers...
Orientation
and training
to provide...
Management
and ongoing
support of...
0 3 6 9 12 15
4
14
2
2
5
1
1
Out of pocket expense reimbursement (such as transport expense)
Regular collection of information on volunteer involvement
Provision of written job descriptions for volunteers
Annual measurement of volunteer impact
Screening potential volunteers to ensure appropriate entry and placement
Orientation and training to provide volunteers with the skills and outlook needed
Management and ongoing support of volunteers by paid staff to ensure that volunteer
time is not wasted
70.59% 12
17.65% 3
11.76% 2
0% 0
0% 0
0% 0
0% 0
?
Total 17
Q10
What can VECOD do to improve its
volunteer resource management practices?
What kind of support would you like to get
from the management/leadership of
VECOD?

Showing 16 responses
Q11
Extremely satisfied
70. 59% (12)
Moderately
satisfied
17. 65% (3)
Slightly satisfied
11. 76% (2)
Extremely satisfied
Slightly satisfied
1- TO ANNOUNCE THE SCHEDULE EARLIER AS SOON AS POSSIBLE 2- TO PROVIDE TOT PROGRAM
VECOD should prepair short term trainings for gov,tal, NGOs, and private organizations and also work out
of Addis.
Creating close relationship
They should recognize our contribution by preparing thanks ceremony and giving certificate or
recommendation paper as it initiate us for further volunteering services.
They need to work transparently, at least they need to communicate what is expected from us. Almost they
do what we need.
vecod as an institution has to engage in many aspects of life.it needs a mecanism of checking the
practicality of the traing given to trainees and must creat a network among facilitators and trainees to share
their life experiences and change their life positively.

Copyright 1999-2013 SurveyMonkey

Community: Developers Facebook Twitter LinkedIn Our Blog Google+ YouTube
About Us: Management Team Board of Directors Partners Newsroom Contact Us Jobs Sitemap Help
Policies: Terms of Use Privacy Policy Anti-Spam Policy Security Statement
Language: English Espaol Portugus Deutsch Nederlands Franais Italiano Dansk Svenska ()
Trke Norsk Suomi
52.94% 9
29.41% 5
17.65% 3
0% 0
0% 0
0% 0
How satisfied are you about recognition
given your volunteer contribution at
VECOD?
Total 17
Extremely satisfied
52. 94% (9)
Moderately
satisfied
29. 41% (5)
Slightly satisfied
17. 65% (3)
Extremely satisfied
Slightly satisfied

The Challenges and Opportunities of Managing Volunteers - MA Thesis - Tewodros Shibru

Diunggah oleh

Informasi Dokumen

Judul Asli

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

The Challenges and Opportunities of Managing Volunteers - MA Thesis - Tewodros Shibru

Diunggah oleh

Hak Cipta:

Format Tersedia

The Challenges and Opportunities of

Anda mungkin juga menyukai