A summary of the entire report,

School of Applied Business, MGT736 Advanced Applied Management, Semester 1, 2015
Assessment 6: Research Report/Article Marking Schedule (weighting 55%)
Student Name: Megan Hansen
Project Title: Nelson’s Altruism: Volunteer Motivation and Management in the Nelson
Region

Section	Marking Criteria	Mark
Mark x/5 Title Abstract Introduction	– Well‐chosen title, reflecting the research report content – A summary of the entire report, with a maximum of 350 words (308 supplied) in four key sections: outlining the problem; the research design; the results; and the learning – Six key words denoting the key themes, methodologies or contexts supplied – Nice acknowledgements. – Defined topic and context – Specific objectives not outlined here, nor limitations and assumptions (some in methodology, some in conclusions) Nice chapter outlines – Organised issues – good links developed.	5.00
Literature Review x/7	– Spectacular! Relevant, valid information, generating useful lines of inquiry – A few bridges are light or missing between some sections to help transition the reader smoothly from one aspect to another (eg Psych contract to Age). – Sources referenced correctly – No chapter summary prepping us for the next section.	6.75
Methodology x/5	– Good introduction. – Excellent work. Clear philosophy, inquiry strategy and research model. – Appropriate method utilised, with a very clear outline of method – detailed enough for replication. – Aims recorded, specific objectives of primary and secondary research are outlined here. Limitations and assumptions are indirectly explored: being more explicit about limiters and delimiters would be clearer in this section rather than in the conclusions, as it was largely on the detail of your method rather than on the validity of your data. – No chapter summary prepping us for the next section.	5.00
Mark x/21 Findings Discussion (Analysis & interpretation)	– Good introduction. – Major topics clearly identified – Clear links to theory/literature – In own language (ie, >90% paraphrased & <10% quotes) – Would have been good to have been able to have worked out rate of volunteer turnover at each organisation. – Clearly applying the Literature Review to the Findings – Development of themes/main issues – Personal analysis/observations included – A few slightly clumsy sentences (eg, “Secondly, there was also	21.00

AssignmentTutorOnline

School of Applied Business, MGT736 Advanced Applied Management, Semester 1, 2015

Section	Marking Criteria	Mark
many respondents…” could have been worded “Secondly, many respondents…”). – No chapter summary prepping us for the next section.
Conclusions x/10	– Appropriate, flow from findings – Grounded in the present – Future research is action‐oriented. Limitations are candidly and accurately presented, but are framed around the research method, not the report findings, so should be in the methodology. What should go here is the Clary vs Rochester issue as this would then lead to a future research point.	9.50
Presentation x/7	– Presentation of the Report, Format, Layout, Spelling etc: a few double spaces mid‐sentence (probably trailing edits). I usually do a Find & Replace on these once I am at the proofing stage. – Referencing is spot on. – Appropriate use of appendices (participant sheets, research plan, survey data), but I would like to have seen the unused data graphs provided here (a very minor point, though).	6.85
TOTAL MARKS (98%)	54.10

15 June 2015
MGT736: Advanced Applied
Management
Sam Young
NMIT
Nelson’s Altruism
Volunteer Motivation and Management in the
Nelson Region
Megan Hansen
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
i
ABSTRACT
This research report looks at two not for profit organisations which have volunteers in the
Nelson region. In particular, volunteer motivation and volunteer management programmes
have been researched to gain an understanding on how the organisations in question can
help retain volunteers. This is important due to the fact that volunteers donate their time
without any monetary remuneration, so understanding the reasons they stay and leave an
organisation is an integral part to retention.
The research was conducted by first carrying out a literature review on sources surrounding
volunteer motivation, satisfaction and retention through volunteer management
programmes. This was primarily done through online databases. A questionnaire was then
undertaken in regards to the volunteers at Big Brothers Big Sisters Nelson and the Brook
Waimarama Sanctuary. This was based around demographics, motivating factors and how
they felt they were treated as a volunteer in the management programme. These results
were then compared with responses gathered from volunteer co‐ordinators through
interviews at both organisations to determine if the co‐ordinators had a good understanding
of their volunteers.
From this research, it has been discovered that there are two volunteer motivation
categories that resonate with the volunteers at the organisations. Value and understanding
motivations were applicable, whilst career and protective motivations scored lowly.
However, in saying that these groups were the most supported, it must be remembered
that all factors in the research were motivating for one volunteer or another.
Along with this, the majority of respondents felt positively towards the volunteer
management programmes, especially at Big Brothers Big Sisters. Some improvements were
identified by volunteers at each organisation and generally surrounded increased
communication along with listening to volunteers, more resources to be able to undertake
work and additional training in some areas. These ideas that were recognised by volunteers
have developed into recommendations for the organisations to help to retain volunteers.
Key words: volunteer motivation, retention, satisfaction, volunteer management
programme, not for profit, Nelson
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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ACKNOWLEDGEMENTS
The author would like to express their sincere thanks to Big Brothers Big Sisters Nelson and
also the Brook Waimarama Sanctuary, who played an integral part to this research project.
Thank you for your generosity in letting me look at your volunteer programmes and conduct
interviews with your volunteer co‐ordinators.
I would also like to thank all of the volunteers that completed the questionnaire for
supporting my research.
To my research supervisor, Sam Young, I would like to express my thanks for helping me
along this research journey. I really appreciate all of the advice you have given me along the
way.
Frazer MacDiarmid, thank you for your generosity in the final stages of this report.
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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CONTENTS
Abstract ………………………………………………………………………………………………………………………………………………. i
Acknowledgements ……………………………………………………………………………………………………………………………… ii
Chapter One: Introduction ……………………………………………………………………………………………………………………. 1
Chapter previews ……………………………………………………………………………………………………………………………… 2
Chapter Two: Literature review ……………………………………………………………………………………………………………… 3
Definitions and background ……………………………………………………………………………………………………………….. 3
Volunteering ………………………………………………………………………………………………………………………………… 3
Not for profit ………………………………………………………………………………………………………………………………… 4
Nelson Tasman …………………………………………………………………………………………………………………………….. 4
Future of volunteering …………………………………………………………………………………………………………………… 4
Cultural comparisons …………………………………………………………………………………………………………………….. 5
Joining the organisation ……………………………………………………………………………………………………………………. 6
Motivations ………………………………………………………………………………………………………………………………….. 6
Staying in the organisation ………………………………………………………………………………………………………………… 9
Retention …………………………………………………………………………………………………………………………………… 10
Models ………………………………………………………………………………………………………………………………………. 12
Volunteer management programme components …………………………………………………………………………… 13
Leaving the organisation …………………………………………………………………………………………………………………. 15
Chapter Three: Methodology ………………………………………………………………………………………………………………. 17
Philosophy …………………………………………………………………………………………………………………………………….. 17
Inquiry …………………………………………………………………………………………………………………………………………… 18
Research design ……………………………………………………………………………………………………………………………… 18
Research methods ………………………………………………………………………………………………………………………….. 18
Literature review ………………………………………………………………………………………………………………………… 19
Questionnaire …………………………………………………………………………………………………………………………….. 20
Interviews ………………………………………………………………………………………………………………………………….. 22
Coding …………………………………………………………………………………………………………………………………………… 22
Limiters …………………………………………………………………………………………………………………………………………. 23
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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Chapter Four: Findings………………………………………………………………………………………………………………………… 24
Brook Waimarama Sanctuary …………………………………………………………………………………………………………… 24
Joining the organisation: Motivations ……………………………………………………………………………………………. 24
Staying in the organisation …………………………………………………………………………………………………………… 29
Leaving the organisation………………………………………………………………………………………………………………. 33
Demographics …………………………………………………………………………………………………………………………….. 34
Big Brothers Big Sisters Nelson …………………………………………………………………………………………………………. 36
Joining the organisation: Motivations ……………………………………………………………………………………………. 37
Staying in the organisation …………………………………………………………………………………………………………… 40
Leaving the organisation………………………………………………………………………………………………………………. 42
Demographics …………………………………………………………………………………………………………………………….. 43
Comparison of organisations ……………………………………………………………………………………………………………. 43
Chapter Five: Discussion ……………………………………………………………………………………………………………………… 45
General …………………………………………………………………………………………………………………………………………. 45
Comparison‐ what was thought would be found ………………………………………………………………………………… 46
Cultural similarities …………………………………………………………………………………………………………………………. 46
Joining the organisation ………………………………………………………………………………………………………………….. 47
Volunteer function inventory model ……………………………………………………………………………………………… 47
Types of volunteer ………………………………………………………………………………………………………………………. 47
Staying in the organisation ………………………………………………………………………………………………………………. 49
Retention …………………………………………………………………………………………………………………………………… 49
Communication ………………………………………………………………………………………………………………………….. 49
Recognition ………………………………………………………………………………………………………………………………… 50
Training ……………………………………………………………………………………………………………………………………… 51
Resources …………………………………………………………………………………………………………………………………… 51
Structure ……………………………………………………………………………………………………………………………………. 52
Job descriptions ………………………………………………………………………………………………………………………….. 52
Rewards …………………………………………………………………………………………………………………………………….. 53
Leaving the organisation …………………………………………………………………………………………………………………. 54
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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Demographics ………………………………………………………………………………………………………………………………… 55
Age ……………………………………………………………………………………………………………………………………………. 55
Employment ………………………………………………………………………………………………………………………………. 55
Recommendations ………………………………………………………………………………………………………………………….. 56
Brook Sanctuary ………………………………………………………………………………………………………………………….. 56
Big Brothers Big Sisters Nelson ……………………………………………………………………………………………………… 57
Chapter Six: Conclusions ……………………………………………………………………………………………………………………… 58
Joining the organisation……………………………………………………………………………………………………………….. 58
Staying in the organisation …………………………………………………………………………………………………………… 58
Leaving the organisation………………………………………………………………………………………………………………. 59
Limitations …………………………………………………………………………………………………………………………………….. 59
Future research ……………………………………………………………………………………………………………………………… 60
Bibliography ………………………………………………………………………………………………………………………………………. 61
Appendix A: Questionnaire, including information/consent sheet……………………………………………………………. 64
Appendix B: Coding List for the Volunteer Function Inventory ‐ Clary et al. (1992) ……………………………………… 69
Appendix C: Student Research Plan ………………………………………………………………………………………………………. 70
Appendix D: Consent forms‐ interviews ………………………………………………………………………………………………… 77
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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List of Figures
Figure 1:Motivating Factors for the Volunteers at the Brook Sanctuary …………………………………………………….. 24
Figure 2:Volunteer perceptions of the Volunteer Management Programme at the Brook Sanctuary ……………. 29
Figure 3: Motivating Factors for the Volunteers at BBBS …………………………………………………………………………. 36
Figure 4: Volunteer perceptions of the Volunteer Management Programme at BBBS …………………………………. 40
List of Tables
Table 1: Volunteer Co‐Ordinators Understanding of Volunteers at the Brook Waimarama Sanctuary …………… 27
Table 2: Volunteer Co‐Ordinators Understanding of Volunteers at BBBS …………………………………………………… 39
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
1
CHAPTER ONE: INTRODUCTION
Volunteers donate numerous hours of their time to charities throughout New Zealand. With
this help being free to the organisation, it is in the best interest of the not for profit to do
everything in their power to make the volunteer experience enjoyable. This is due to the
fact that volunteer’s play an integral part in the success of the organisation, which was
reiterated by the two Nelson not for profits researched. From monitoring traps for pests to
helping children with little parental support, volunteers are spread across many aspects of
the community.
Since there is no monetary incentive in volunteering, why would a volunteer donate their
time? With the author being a volunteer at the Brook Waimarama Sanctuary, concerns were
raised in regards to their current retention levels and the management programme. This
presented an opportunity to investigate volunteer motivation and volunteer management
programme components.
Subsequently, the Brook Waimarama Sanctuary and Big Brothers Big Sisters, two not for
profit organisations in the Nelson region, were investigated.
The Brook Waimarama Sanctuary (hereafter the Brook) is building a pest‐proof fence to
allow native birds, flora and fauna to return and thrive in the region. There are volunteer
groups for trapping, track building, weed control, public events, running the visitor centre
and administration tasks. Big Brothers Big Sisters (hereafter BBBS) provides young people
with additional adult support. A young person is ‘matched’ with a mentor so they can do
activities such as baking and outdoor activities together.
This research report aims to uncover an understanding of the volunteers at both
organisations, and build on this to provide useful information for the volunteer co‐
ordinators. This report has a focus on motivating factors and components in a volunteer
management programme: it does not look at developing an understanding of how these can
help retain volunteers.
It was discovered that value and understanding motivations held the most resonance for the
volunteers in question. Recommendations were formulated from comparing volunteer
responses to volunteer co‐ordinator perceptions. This identified areas for improvement,
supported by other suggestions discovered in the literature. These areas ranged from
providing more resources to acting on volunteer ideas and improved communication. Along
with this, looking at the reasons a volunteer may exit an organisation is important to
determine if personal or organisational factors are the main motives. Both categories were
uncovered in the research.
It was found that to answer the research question fully in relation to ‘how’ an understanding
of factors can help with retention that a significant amount of time is needed. This is due to
the fact that alterations must be made and then monitored to determine if there were any
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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changes. The restricted time frame meant that the scope of the project was somewhat
limited and because of this the question could not be fully answered.
The size of the sample, being two organisations, and the researcher’s limited research
experience were the two main limitations to the research. It was assumed throughout the
research that all participants responded truthfully to any questions. Along with this, in
regards to the questionnaire it was assumed that the responses would give a representative
view of the volunteers at each organisation.
CHAPTER PREVIEWS
 In Chapter One: Introduction (this chapter), the author briefly introduces the topic of
volunteer motivation , retention and a summary of why this topic is important to not
for profit organisations. Along with this the research question and objectives that
were used throughout the research are detailed.
 In Chapter Two: Literature review, the author details a review on the literature
surrounding volunteering. This includes definitions, an exploration of volunteer
motivation theories, volunteer management programme aspects and psychological
contracts. Studies on volunteering in different countries are also explored.
 In Chapter Three: Methodology, the author explains their approach to how the
research was conducted through detailing their philosophical approach. This chapter
also includes how the literature review was compiled through databases, the process
for conducting the questionnaire through Survey Monkey and also how interviews
were structured.
 In Chapter Four: Findings, the author details the findings from the questionnaire and
interviews. This is structured around volunteer motivations and the volunteer
management programme along with key sections of joining, staying and leaving an
organisation.
 In Chapter Five: Discussion, the author explores the connections between the
literature on volunteering and the information gathered from BBBS and the Brook.
Additionally, there is discussion about what the results really mean for the
organisations. Common themes are discussed, along with recommendations for both
not for profit entities.
 In Chapter Six: Conclusions, the author summarises the volunteer profiles at each
organisation. Volunteer management programme recommendations are also
mentioned. Lastly, the limitations of the research are detailed along with suggestions
for future research on volunteer motivation.
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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CHAPTER TWO: LITERATURE REVIEW
DEFINITIONS AND BACKGROUND
VOLUNTEERING
The concept of volunteering at a first glance appears to be straight‐forward. However it is
apparent that this must first be established for research on volunteer management. In the
past there has been considerable differences of opinion of what volunteering actually
means. In turn, over time the meaning has developed. Running, Ligon & Miskioglu (1999)
concluded that perceived essential elements of the term revolved around free choice,
remuneration, structure and those who benefitted. Others have posed questions such as
whether ‘volunteering’ should include formal and informal activities (Carson, 2000). Formal
activities refer to those included under an organisation, whilst informal activities are not
related to an organisation. For the purposes of this research, only formal volunteering will
be considered.
Margaret Bell, the founder of Volunteer Australia, sums up the modern nature of
volunteering in an interesting way.
The volunteer movement is now active in mansions and caravan parks, in cities and rural
and regional areas too. It is alive in emergency services, on beaches, at sporting fixtures,
in clubs and associations, in neighbourhood centres and in conservation and the
environment. It shows its head at fetes, carnivals and in protest marches. It works to
eradicate poverty, to enable a disabled child to ride a horse, or an elderly person to
receive a warm meal (Bell, 2008, p. 19).
Through consultation, Volunteering Australia developed a definition of volunteering that
was applicable to their environment. The key components of this are:
 “to be of benefit to the community and the volunteer;
 of the volunteer’s own free will and without coercion;
 for no financial payment; and
 in designated volunteer positions only” (Maher, 2005, pp. 3‐4)
Since Australia is very similar to New Zealand sociologically, this definition will be applied in
this research report. ‘Benefit’ is a wide ranging component to the definition which is easily
understood, where community may benefit through helping individuals and planting trees,
whilst the volunteer can benefit socially through making new friends and developing new
skills (Maher, 2005).
Additionally, no financial payment means exactly that; where a volunteer does not receive
remuneration such as wages, a salary or monetary bonuses.
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Designated volunteer positions is an aspect to the definition that means there is a position
specifically for the volunteers to create a distinction between paid and unpaid staff (Maher,
2005). This creates an environment where the organisation recognises volunteers bring
value to their operations (Maher, 2005).
With volunteering stemming from the Latin word ‘voluntas’, which means free will, there
must be consideration of this aspect. This entails that a volunteer commits out of their own
free will and is not coerced (Maher, 2005).
NOT FOR PROFIT
The definition of ‘not for profit’ has always been an area of differing opinion. The United
Nations proposes that a not for profit entails an organisation that does not exist for the
primary purpose of making a profit and is not commercially minded as a founding objective
(United Nations, 2003). A profit is allowed to be generated, so long as this profit is
reinvested in the organisation for its purpose and not distributed to anyone related to the
organisation (United Nations, 2003). Relating this to New Zealand, Statistics New Zealand
states that charitable trusts and incorporated societies fall under this, but for profit entities
owned by them fall outside of this scope (Statistics New Zealand, 2006). Only not for profit
organisations will be considered in this research due to the limited time frame.
NELSON TASMAN
For the purposes of the research it is useful to define the restricted land area that is being
considered. The Nelson region can be said to include all of the city and also the ” 12 mile
territorial limit extending out from the coastline” (Statistics New Zealand, 1999, p. 11).
The Nelson region’s southern boundary is bordered by the Tasman region which is “9,786
square kilometres ranging from the Matiri Ranges and Tasman Mountains in the west, to
the Spencer Mountains, and the St Arnaud and Richmond Ranges to the east, and from
Farewell Spit in the north to the Victoria Ranges in the south” (Tasman District Council,
2013, p. ‐).
FUTURE OF VOLUNTEERING
In the future, it is predicted that the face of volunteering will change. Firstly, it is likely that
there will be more episodic volunteering, where people donate small amounts of time
sporadically throughout the year instead of committing to the traditional one day a week
arrangement (Handy et al., 2006 as cited in Rochester, Ellis Paine and Howlett, 2010).
Along with this, there may be a rise in corporate volunteering, where employers support
employees to do charitable deeds (Handy et al., 2006 as cited in Rochester et al., 2010). This
could occur through three main ways. Dedicating time for the employee along with using
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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volunteering as a team building activity are two ways this could occur (Bremis, 2006, as
cited in Rochester et al., 2010). The third relates to incentives, whereby as part of the
employees overall performance review they are judged on whether they have undertaken
any voluntary activities (Rochester and Thomas, 2006, as cited in Rochester et al., 2010).
The face of volunteering is becoming far more global. Often individuals undertake gap years
volunteering in an overseas country or even have career breaks to do so (Rochester et al.,
2010). Virtual volunteering is also making an appearance, where people can wirelessly help
others through aspects such as web design (Rochester et al., 2010).
CULTURAL COMPARISONS
Research has been conducted into the main motivations for volunteering in the United
Kingdom using the Volunteer Function Inventory (VFI), created by Clary, Snyder & Ridge
(1992. This study attempted to differentiate between altruistic volunteers and those with
instrumental motives. In England, it was found that 53% wanted to help people, whilst 41%
said that the cause was important (Rochester et al., 2010). This would indicate that the
volunteers were value driven (Rochester et al., 2010). Along with this, there were many who
indicated that they volunteered to meet new people, so social interactions are still
important (Rochester et al., 2010). Career motives were also important to some, with 19%
indicating they wanted to learn new skills, 7% saying that they volunteered for career
reasons and 2% for the qualifications that they could gain (Rochester et al., 2010).
This can then be compared to the results of a similar study in Northern Ireland. From this,
49% stated that they wanted to improve things and help people, whilst 28% felt that the
cause was important to them (Rochester et al., 2010). After this, having spare time, religion
and family volunteering all rated (Rochester et al., 2010). It becomes apparent that there
are both similarities and differences between the two countries. Helping others and the
cause being important are both top features, whilst factors such as spare time and family
are also similar but in different proportions (Rochester et al., 2010). The key difference
relates to career motivations, which had a lot lower rate of support when compared to
England (Rochester et al., 2010). Overall, it can be said that there was a mix of both altruistic
and egotistic motivations (Low et al., 2007; Volunteer Development Agency, 2007 as cited in
Rochester et al., 2010).
New Zealand has been found to be one of the most generous countries on earth (Charities
Aid Foundation, 2013). This was determined through random questionnaires of citizens and
measures of giving behaviour being the percentage of those who in a month would either
volunteer their services, donate money to a charity or help a stranger (Charities Aid
Foundation, 2013).
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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JOINING THE ORGANISATION
MOTIVATIONS
VOLUNTEER FUNCTION INVENTORY MODEL
Whilst avoiding delving into psychology based discussions, it is apparent that motivations
are inherently psychology. Acknowledging this, there is a need to have a basic
understanding of these factors. A Volunteer Functions Inventory (VFI) was created to
summarise the reasons why people volunteer (Clary, Snyder & Ridge, 1992). As per Clary et
al. (1992) these include:
 Values: This relates to acting on beliefs an individual holds, also recognised as
altruism.
 Understanding: This revolves around developing an understanding of the
organisation and the people who they are helping.
 Career: Although this may seem similar to understanding, a career focus relates to
gaining new skills to apply for a career progression.
 Social: This relates to fulfilling expectations of others such as family and friends and
meeting their societal needs.
 Esteem: This relates to people volunteering to feel good about themselves and
needed.
 Protective: This type of volunteer acts to protect themselves from negative feelings
such as guilt.
TYPES OF VOLUNTEER
Treuren (2014) discusses different types of volunteers and motivating factors. Through
looking at event volunteers in Australia who volunteer sporadically throughout the year,
volunteer profiles were compiled. These include egoalt, which combines egoistic and
altruistic volunteers, instrumental career who volunteer for career motivations, solitary,
associative, instrumental material and supportive. From this research, it was concluded that
the different types of volunteers expect different things in regards to their volunteer
research (Treuren, 2009).
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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For example there are those who are unaware of social reward and volunteer for the
greater good whilst being contrasted with those who volunteer with for material benefits
such as free items. The study is useful for this research due to determining that most
volunteers are motivated by more than one reason. Additionally, through different
recruitment practices it is apparent that volunteers can be attracted either formally or
informally to get the best fit with the organisation (Treuren, 2009). Generic volunteer
profiles can be created in this research, with retention plans tailored to their profile.
People volunteer for different reasons, depending on their motivations. Due to this,
researchers were able to group volunteers on their type. Shin and Kleiner (2003) identified
three groups of different volunteers:
 The first was a spot volunteer, who volunteers their services casually.
 The second is a more formal volunteer, who volunteers to gain personal satisfaction.
 The last is a volunteer who volunteers because they are coerced into doing so by a
third party (Powers, 1998 as cited in Shin & Kleiner, 2003).
There are two main types of volunteers. Service volunteers give their time to people to help
them directly, whilst policy volunteers are those who govern not for profits, such as on a
board of directors (Brudney, 1995).
Rational volunteers volunteer for self interest (Peach & Murrell, 1995). However, it is not
necessarily a selfish motive per se, but could be because they are not feeling challenged
enough at work so are actively doing something different (Peach & Murrell, 1995). In
relation to recognition, rational volunteers appreciate extrinsic rewards such as training and
developing new skills (Peach & Murrell, 1995). Affiliative volunteers want to meet new
people and create a feeling of belonging when they volunteer (Peach & Murrell, 1995).
Because of this, they value intrinsic rewards such as social events (Peach & Murrell, 1995).
Peachey, Lyres, Cohen, Bruening and Cunningham (2014) investigated initial volunteer
motives to volunteer and looked into what factors led to retention. Using the six
motivations proposed by Clary et al. (1998), they determined that values, social,
understanding, career and self‐enhancement factors were motivating, whilst protective
motivations were not relevant to the sport volunteers in question (Peachy, Lyras, Cohen,
Bruening & Cunningham, 2014).
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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REASONS FOR VOLUNTEERING
The Australian Bureau of Statistics has in the past conducted research into the nature of
volunteering in Australia. From this they found that reasons for volunteering were
predominantly centred around helping others, personal satisfaction, personal or family
involvement and doing something worthwhile (Australian Bureau of Statistics, 2000). After
these key aspects, those reporting that they volunteered due to a social contract, using their
skills, their religious beliefs, to learn new skills and gain relevant work experience dropped
significantly (Australian Bureau of Statistics, 2000). Farmer and Fedor (1997) found that
satisfaction, and encouraging it, could ultimately lead to volunteer retention.
Research has been conducted into the relationship between motivation, satisfaction and
length of volunteering. Using the volunteer motives proposed by Clary et al. (1998), it has
been found that there was more satisfaction when their experiences matched their
motivations for volunteering (Finkelstein, 2008). Career motivations have been found to be
low, especially when the demographics of the respondents is predominantly over 65 years
(Finkelstein, 2008).
A different but similar perspective can be gained by looking at marketing based volunteering
research. Altruism has been found to not be the central motive for volunteering, but instead
revolved around the benefits received (Bussell & Forbes, 2003). Through volunteering, a
need is being satisfied, meaning that there “must be a dual benefit for both the volunteer
and the organisation” (Bussell & Forbes, 2003, p. 65). Along with the usual reasons of
egotistical, family member pressure and making friends, Bussell & Forbes (2003) find that
volunteering may be undertaken to enhance one’s own status. This is particularly the case
for the unemployed, retired and those on long term sickness benefits (Bussell & Forbes,
2003).
Grant (2012) researched corporate volunteering, and linked job design to varying motivating
factors. Corporate volunteering is an area that more research can be done on in the future
due to its increasing prevalence (Grant, 2012).
PSYCHOLOGICAL CONTRACTS
A psychological contract is the unspoken and hidden aspects to a contract between an
organisation and its workers (Maguire, 2003). Researchers have applied this concept to a
relationship between an organisation and volunteers.
It can be said that “a focus on the concept of the psychological contract may provide a
powerful theoretical perspective within which to understand volunteers’ contributions to
their organisations” (Farmer & Fedor, 1997, p. 384). Using psychological contracts to
explain volunteer turnover, those who feel organisations are not giving back to them may
hold back, which can in turn lead to volunteer turnover (Farmer & Fedor, 1997).
Megan Hansen ‐ Volunteer Research Report ‐ MGT 736
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AGE GROUPS
Research has been conducted into predictions of older generations volunteering. Questions
such as will retirees volunteer when they are free from work have been asked (Einolf,
2009). From this study, the author found that when looking at baby boomers compared to
long civic and the silent generation, there are more volunteering in their 50s when
compared to the other cohorts when they were that age (Einolf, 2009).
This was even the case with baby boomers attending fewer religious services and having
less trust in their community, leading to the proposition that it could be due to the boomers
having a higher level of education (Einolf, 2009). Increasing numbers of baby boomers
mean that not for profits may not need to actively recruit baby boomers as there may be
more volunteers than work (Einolf, 2009). However, it must be remembered that an ageing
population does not just generate publicised additional costs to the taxpayer but also
creates many “public service benefits” (Einolf, 2009, p. 197).
At the other end of the age spectrum, there have been studies into volunteering whilst at
college or university. It is interesting to note that motivating factors for this age group are
contrasting to the over 65 year age group, as career motivations are strong in this
demographic (Gage & Thapa, 2012). Gage and Thapa (2012) have, like many researchers,
used the Volunteer Function Inventory, from Clary et al. (1998) to investigate strong
motivating factors. However, they have merged the values and understanding motives to
reduce the index to five dimensions (Gage & Thapa, 2012).
Interestingly, not for profits with younger volunteers can be contrasted with those with
older volunteers. This is due to the fact that younger volunteers had goals revolving around
themselves whilst older volunteers concentrated on the goals of the organisation (Peach &
Murrell, 1995).
Within this demographic, of under 22 years, values and understanding along with career
were the strongest motivating factors. Overall, increases in age are related to increasing
belonging motives, whilst career related motives decrease (Okun & Schutlz, 2003 as cited in
Grant, 2012). Because of this, it can be said that a volunteer’s inclinations can craft their
own motives (Grant, 2012).
STAYING IN THE ORGANISATION
Three broad groups of motives exist, being altruism, rationality and affiliation (Puffer &
Meindl, 1992, as cited in Peach & Murrell, 1995). Those with an intrinsic outlook need to
know that what they are doing is important and contributing effectively to the organisation
achieving its goals (Peach & Murrell, 1995). Hodgkinson and Weitz (1989) found that in
some research over half of the respondents reported that a “desire to help others was their
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primary objective” (Peach & Murrell, 1995, p. 235). Volunteers could be empowered
through doing tasks that linked with achieving goals whilst also having sufficient control so
that they are accountable (Peach & Murrell, 1995). This is due to the fact that “fruitless
ventures will result in frustration and lack of motivation” (Peach & Murrell, 1995, p. 239).
Volunteers have been found to want to undertake rewarding work in a supportive
environment that encourages social interaction and also fits in with their schedule (Taylor,
Darcy, Hoye & Cuskelly, 2006). Through volunteer management, aspects such as volunteer
motivation, development and commitment must be considered (Taylor et al., 2006).
Rewards, training and development and responsibility are all important to volunteers, but
are not always received (Taylor et al., 2006). It was apparent from their research that
volunteer co‐ordinators are often unaware of volunteer expectations along with perceived
obligations to the volunteer (Taylor et al., 2006). This can then lead to a breach of the
psychological contract if expectations and obligations are not clear (Taylor et al., 2006).
Volunteer Australia has created a set of guidelines for engaging volunteers in an
organisation, with emphasis placed on aspects such as recruiting, orientation, training and
also having a commitment to updating their volunteer management systems. A collective
term, VMP (volunteer management programme) is used, whereby it is recommended that a
designated volunteer coordinator is appointed to manage the aspects mentioned.
Commitment can be said to be “of particular importance because without at least a core of
committed volunteers it would be difficult for VSOs to function effectively and with a
reasonable degree of stability” (Cuskelly, Hoye & Auld, 2006a, p. 90). Along with this,
shaping behaviours in individuals that align with the organisation is part of commitment,
which in turn leads to retention (Cuskelly et al., 2006a).
RETENTION
Retention of volunteers is important for an organisation to be able to operate to achieve
their mission. Shin and Kleiner (2003) discuss that a job description for volunteers provides a
sense of belonging, where they know what their role is within the organisation. Meaning is
given to their work, and they can see their efforts resulting in something meaningful.
Retention of volunteers is an aspect of volunteer management that must be considered. Not
for profits should ultimately have retention as an organisational objective, due to its overall
significance (Cuskelly, Taylor, Hoye & Darcy, 2006). Cuskelly et al. (2006) suggest that in
recent years there has been low recognition of the need to overlap human resource and
volunteer management.
Human resource management revolves around the effectiveness of management, whilst
volunteer management seeks to look at contributing factors such as motivation and
satisfaction (Cuskelly et al., 2006). This raises a question of whether volunteers are merely a
human resource. Through analysing rugby organisations within Australia, the authors of this
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research discovered that those clubs using human resource management policies had fewer
problems in regards to retention. However, there is recognition that if traditional human
resource management practices are not always the most appropriate for managing
volunteers, then alternatives must be considered.
Retention is an important aspect of volunteer management. As part of this, it has been said
that it is important to help volunteers “grow, learn, and build self‐esteem to maintain their
interest in the program” (Brudney, 1995, p. 76). As part of this there are simple options such
as creating chances to discuss how things are going, in house training, including volunteers
in meetings, providing recognition and socialisation (Brudney, 1995).
Three main components to volunteer retention are said to be motivation, meaningful work
and satisfaction (Mesch, Tschirhart, Perry & Lee, 1998). Along with this, personal
characteristics are important (Mesch et al., 1998). In regards to motivation, Mesch et al.
(1998) explain that there are two branches being altruistic motivation, being a desire to help
and instrumental motivation which is a want to help themselves. The results of their
research found that stipend volunteers reported no correlation between the
meaningfulness of their work and retention, whilst career related reasons (career
instrumentals) were very motivating (Mesch et al., 1998 ). It was found that those with low
self esteem were more likely to stay within an organisation compared to those with high self
esteem (Mesch et al., 1998). Additionally, an educational variable was investigated, where
higher education was found to be linked to higher retention levels (Mesch et al., 1998).
COMMUNICATION
For volunteers to be committed to an organisation, they like to have their opinions heard,
be involved in decision making and have an appropriate level of autonomy (Shin & Kleiner,
2003). Additionally, recognition of their efforts fills the volunteer’s need of self esteem
being satisfied (Shin & Kleiner, 2003). Kim, Chelladuarai & Trail (2007) found that the
overlap between the supply of a volunteer’s skills and the demand for them (PT), consistent
values between the organisation and individual (PO) and treatment by management (MT)
effect empowerment. This leads to the conclusion that for volunteers to be retained these
aspects should be concentrated on (Kim, Chelladurai & Trail, 2007).
COMPETENCY AND CLARITY
Along with this, volunteers who felt they were competent in their role would show higher
levels of commitment to the not for profit organisation (Saksida & Shantz, 2014). There is a
strong link between the organisation’s mission and individuals values, which leads to
motivation, whilst identifying with the task at hand can also lead to commitment (Saksida &
Shantz, 2014). Role clarity, through job descriptions makes a volunteer’s role less ambiguous
(Allen & Mueller, 2013; Doherty & Hoye, 2011; Merrell, 2000 as cited in Saksida & Shantz,
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2014). They can also be used to recruit, help manage and meet overall needs (Brudney,
1995).
RECOGNITION
Recognition can come in many forms, notably public and private acknowledgement
(Brudney, 1995). It must be remembered that all volunteers are different, and prefer
different things (Brudney, 1995). One volunteer may love being awarded a certificate at a
volunteer dinner, whilst another may prefer to be sent a letter in the mail acknowledging
their help. However, it must be kept in mind that having an approach were all volunteers
are equal is very important (Brudney, 1995).
Through researching volunteer commitment, the authors of this research provide an
interesting insight into retention which can be tested in the Nelson environment.
MODELS
There are two differing volunteer management models that warrant discussion. The first is a
universalistic approach, whereby there is a one size fits all approach to managing volunteers
(Brudney & Meijs, 2014). There are ten aspects of a successful volunteer management
programme, which includes training, supervision and ongoing motivation (Ellis, 2010 as cited
in Brudney & Meijs, 2014). For a universalistic model to work in an organisation, Brudney
and Meijs (2014) suggest that this works best if volunteers copy the tasks of paid staff,
whilst the structure of the organisation remains hierarchical.
Opponents to a universalistic approach state that volunteers need to be managed
considering the conditions of the environment. These are considered contingency models.
Rochester (1999) as cited in Brudney and Meijs (2014) is an author who proposes four
models of volunteer involvement that can affect the management of volunteers. These are
service delivery, support role, member/ activist and co worker models (Rochester, 1999 as
cited in Brudney & Meijs, 2014).
 The service delivery model is one where volunteers are recruited for specific tasks
whilst the division between paid and unpaid staff still remains clear.
 In the support role model, volunteers assist paid staff, being included in decision
making and everyday running of the organisation, whilst management of volunteers
is effected by culture and the work at hand.
 The member model is one where the organisation is entirely run by volunteers, with
everyone working towards a common goal.
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 Lastly, the co worker model is one where paid and unpaid staff perform the same
roles, such as in religious organisations.
To effectively manage volunteers, a universal fit model is not applicable (Taylor et al., 2006).
Along with researching intrinsic motivations and transactional aspects, Taylor et al. (2006)
researched the importance of working conditions and good faith.
Working conditions included resources, training, a chance to learn new things, a safe
environment and a satisfactory work load spread (Taylor et al., 2006). Increases in workload
were seen to overwhelm volunteers (Taylor et al., 2006).
Good faith elements included interactions with administrators, where it was found that
volunteers value open communication and appreciate being approached about their tasks,
which rarely happens (Taylor et al., 2006). Recognition of the their efforts, even if done so in
an informal way, should not be underestimated to retain a volunteer (Taylor et al., 2006).
VOLUNTEER MANAGEMENT PROGRAMME COMPONENTS
It has been said that a successful volunteer management programme contains three
elements before retention is considered, being:
 determine why the organisation wants volunteers
 create meaningful work tasks
 recruit volunteers as needed (Ellis, 1994 as cited in Brudney, 1995).
As an organisation grows, it may need to develop its volunteer management programme.
Additionally, the organisational structure may need to be adapted (Brudney, 1995). The
three main options to organise volunteers are either on an ad hoc basis, through a
recruitment agency or otherwise have a more centralised approach (Brudney, 1995).
As per Cole and Fisher (1993), volunteering is a way to increase self development (Lulewicz,
1995). This is due to the fact that people learn new things, leading to satisfaction and in turn
retention.
Voluntary service agreements are like a contract, detailing aspects such as expectations,
skills and times of volunteering (Peach & Murrell, 1995). Providing a clear description allows
volunteers to have clarity in what they are doing (Geber, 1991, as cited in Peach & Murrell,
1995). To create an effective programme, questionnaires can be used to gain an
understanding of volunteers and what they want (Curtis et al., 1998 as cited in Peach &
Murrell, 1995).
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TRAINING PROGRAMMES
Training needs are important to retain volunteers, with mentoring, induction, initial training
and socialisation all tying the volunteer to the organisation to create loyalty (Bussell &
Forbes, 2003).
Effective training programmes consider four main aspects. As per Lulewicz (1995) these are:
 What are the goals of the organisation?
 What programmes do we need to achieve the goals?
 What resources (organisational) are needed to achieve the goals?
 What volunteer resources are needed to achieve the above?
An important part of retention is training and development. Along with protecting the not
for profit organisation, the volunteer is able to develop their skills and contribute to their
role more effectively (Shin & Kleiner, 2003). It has been found that training and
development throughout the time a volunteer is with an organisation helps to satisfy and
retain a volunteer (Saksida & Shantz, 2014; Newton, Becker & Bell, 2014). It is also part of
the two way contract to volunteering, where by the organisation is giving back to the
individual.
Providing information such as expectations, job title, responsibilities and how they are
accountable supports the organisation overall (Lulewicz, 1995).
As per Lulewicz (1995), training programmes can include things such as:
 Orientations: This is a chance to meet acquaintances, gain relevant and up to date
information, along with learning about the history of the organisation and how the
volunteer contributes to their goals.
 Volunteer Handbooks: These can be used to support the orientation process,
reinforcing what the volunteer learns. It prevents the volunteer from being
bombarded with information, as they are able to look at it in their own time.
 Mentoring: These can be used to help guide a volunteer. The word ‘mentor’ stems
from Odysseus’ advisor, who helped and provided encouragement. Mentors can be
invaluable to share experiences and create growth.
 Shadowing: This is when a volunteer follows an experienced individual, watching and
learning.
 Networking: This is a social tool, where volunteers can create relationships within
the organisation.
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 Succession planning: Is a management tool that develops programmes to identify
future leaders within an organisation.
REWARD SYSTEMS
There are many ‘reward systems’ that do not motivate volunteers (Peach & Murrell, 1995).
According to Peach and Murrell (1995) these include aspects such as:
 Failing to consider people’s differences in relation to what they like
 No thought as to what volunteers put value on‐ what management think is best is
what happens
 Rewards are not consistent
 An assumption that money and feeling good (altruistic factors) motivates everyone
Reinforcement theory surrounds consequences affecting the way an individual behaves
(Meneghetti, 1995). If there are positive outcomes to a certain behaviour, there is an
increased likelihood that the individual will repeat the behaviour and vice versa
(Meneghetti, 1995).
Within organisations there are four common aspects that positively reinforce behaviour.
These are praise, recognition, earned time off and feedback (Hamner & Hamner, 1976 as
cited in Meneghetti, 1995). It must be recognised that recognition is very important in
regards to volunteers. “Sound volunteer programs will have policies about volunteer
recognition‐ the crux of volunteer retention” (Din Ladak, n.d as cited in Meneghetti, 1995, p.
18). Because of this, it is said that volunteer managers find recognition and rewards are an
easy way to help improve retention rates (Meneghetti, 1995).
Recognition strategies are easy to implement. Such things as timely feedback on a
volunteer’s efforts, a letter of thanks from those who they are helping and recognising the
fact that volunteers like to be acknowledged in different ways, either publicly or informally
are important aspects to consider (Meneghetti, 1995).
LEAVING THE ORGANISATION
There are some areas of disagreement between researchers on why volunteers stay and
leave an organisation (Locke, Ellis & Smith, 2003). Locke, Ellis & Smith (2003) split their
review of the literature into two sections, being personal factors and life events, along with
organisations and context. From their research they concluded that “the most important
factor in positive management is a congruence between the goal of the organisation and
those of the individual” (Locke et al., 2003, p.90). This leads to the conclusion that it is not
just the symmetry between the volunteer, organisation and task but also the issues of being
acknowledged and the volunteer receiving something back from the organisation (Locke et
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al, 2003). The authors considered in Locke et al. (2003) will be considered in the following
section.
It is important to understand constraints to volunteering when looking at retention. It has
been found that constraints can be split into structural, interpersonal and intrapersonal
(Crawford & Godbey, 1987).
 Structural aspects relate to external factors, such as limited time and other
commitments that the volunteer has (Gage & Thapa, 2012). These can otherwise be
thought of general interferences (Crawford & Godbey, 1987).
 Interpersonal factors relate to other people, such as not knowing any other
volunteers in an organisation (Gage & Thapa, 2012). Interactions with others, such as
in a marriage, can shape interpersonal barriers (Crawford & Godbey, 1987).
 Lastly, intrapersonal factors are individual, and include aspects such as being
injured/unwell or not feeling safe whilst volunteering (Gage & Thapa, 2012). These
factors are able to be change over time, such as with stress or anxiety (Crawford &
Godbey, 1987). It has been found that structural factors are the most predominant in
younger age groups (Gage & Thapa, 2012).
In regards to volunteers, it is important to look at the volunteer engagement lifecycle. The
three key aspects to this are recruitment, retention and exit (Holmes, Lockstone‐Binney &
Deery, 2013). Time constraints are often why volunteers leave, making flexibility very
important in relation to retention (Holmes et al., 2013). Different age groups have differing
constraints to retention, which must be considered when developing a retention plan
(Holmes et al., 2013).
Intrapersonal constraints have been found to contain the level of education the volunteer
has, as low levels of education lead to a lower likelihood of volunteering (Holmes et al.,
2013). Along with this, employment restrictions often constrain volunteers. It has been
found that employed people volunteer more than unemployed individuals (Holmes et al.,
2013).
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CHAPTER THREE: METHODOLOGY
The overarching question for this research report is ‘How can an understanding of drivers in
volunteer retention help not for profit organisations in the Nelson Tasman region lower
their volunteer turnover?’. To answer this the following objectives were used:
1. Identify current retention policies in relation to not for profits
2. Identify important motivational factors that influence a volunteers decision
to leave or stay
3. Discover if the opinions of volunteer co‐ordinators are congruent with that
of volunteers in regards to retention
4. Make recommendations for the not for profits in question to help retain
volunteers.
PHILOSOPHY
The author of the research believes that the world is different to everyone. There is no one
‘correct’ perception of reality. Interpretivism recognises that the nature of being is “socially
constructed” (Saunders, Lewis & Thornhill, 2009, p. 119). This resonates with the author.
Additionally, the author likes to help not for profits with issues that relate to them which
can be seen as part of an advocacy/participatory type paradigm. There is also
acknowledgement that humans will constantly be searching for new information and that
the universe will never fully be ‘known’.
Although there are aspects of positivism that relate to the author, such as being objective
and stating things as they are, overall the author has an interpretive epistemology.
Furthermore, interpretive constructionism is displayed whereby reality is different to
everyone. Different contributing factors such as upbringing and cultural influences can
influence the way we perceive something. The author likes to summarise this through
individuals having their own tinted spectacles, seeing things in diverse ways and casting light
on things differently.
Keeping this in mind, the author comes to a sense of understanding through discussing and
gathering people’s opinions and ideas. Understanding that “naturalist and constructionist
researchers accept that researchers, as well as research subjects, make interpretations”
(Rubin & Rubin, 2012, p. 16) is important to acknowledge that bias is inherent. This is due to
the author having an impact on the research whether due to the line of enquiry or phrasing
of questions which may reflect them overall as a person.
Additionally, “naturalists seek to explain what they have seen, regardless of whether their
findings can be extended beyond the time and circumstances of the current study” (Rubin &
Rubin, 2012, p. 16) which in turn explains that there is a focus on understanding as opposed
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to predictions. Subjective views could develop, which will need to be controlled as best as
possible. The author’s voice can be summarised as a “passionate participant”(Guba &
Lincoln, 1994, p.112).
INQUIRY
An inductive approach was relevant, due to building an explanation through analysing the
data which was collected. Additionally, aspects that Saunders et al. (2006) mention such as
understanding the meanings in data gathered, the researcher being involved in the process
and allowing the research to adapt to changes in direction were all applicable to the project.
Due to the interpretive epistemology and inductive nature of the research , qualitative data
was the most applicable. This was due to the fact that understanding in this context was
enhanced by gathering and analysing words as opposed to numbers. Using this approach
there was however reduced representativeness (Veal, 2005). This was due to the fact that
smaller sample sizes were used when compared to quantitative methods.
RESEARCH DESIGN
The research was non experimental. Following Veal (2006) this was due to looking at two
real organisations and having no control to influence the variables found. There were no
two volunteers in question that will be the same due to their culture, age and background.
There was a review of the literature and then descriptive research was conducted through
questionnaires.
RESEARCH METHODS
Due to the fact that both secondary and primary data were looked at, a range of research
methods were adopted.
Triangulation was practised by:
 Conducting an in depth exploration of the literature surrounding volunteer
retention. Looking at articles from different time periods, sources and countries
enabled the researcher to criticise and determine varying views on the subject.
 Looking at existing research on patterns and determining if these match with the
researchers findings.
 Using a combination of secondary and primary data.
 Combing quantitative methods such as closed questions in questionnaire with open
questions in an interview.
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LITERATURE REVIEW
Firstly, in relation to secondary data, a thorough review of the literature was conducted.
This generated an understanding of what has gone before in terms of volunteer
management. By doing so the researcher was prevented from conducting the exact same
research for no reason, learnt from other researcher’s errors, stimulated thought about
ideas to look into and aided the researcher in interpreting their findings (Bryman & Bell,
2011).
To gather a comprehensive range of secondary information there was an emphasis on using
different sources of information. These sources were reliable and trustworthy to ensure that
the quality of information gathered is high.
This was systematised through firstly looking at background information on volunteering.
From here, definitions were gathered to determine what volunteering is, what a not for
profit is and what the Nelson Tasman region entails. Then volunteer management models
were looked at to determine appropriate models to apply to this research that relate to
management theory. Whilst doing so, the researcher attempted to look at opposing views
to volunteering in general.
An attempt was made to use journal articles from 2000 onwards for timeliness. However,
there were many useful articles that were older than this which were still used.
Reliable sources were searched for, such as the Academy of Management Journal. This
ensured that the information gathered was of a high quality. Additionally, other experts
who were referenced frequently in articles were looked for.
If an article was not able to be accessed online, the researcher gained the author’s contact
details from the supervisor, Sam Young. These were then used to contact the author/s by
email, politely asking to have access to their article or research report.
The researcher looked to gather secondary information from other Western countries
similar to New Zealand due to their cultural similarities. This helped in applying the research
to a New Zealand context and comparing different cultures.
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ELECTRONIC DATABASES
To begin with, a general search of volunteer management was conducted to determine
prominent authors on the topic. After this, electronic databases such as Emerald Insight,
Business Source Premier and ABI/INFORM were used to gather articles. Additionally,
reputable journals were sought such as the Academy of Management, The Volunteer
Management Report and the Non Profit and Voluntary Sector Quarterly. The author’s
research supervisor Sam Young kindly offered to obtain any relevant articles from the
Academy of Management.
Bryman and Bell (2011) also suggest that consideration must be put into determining
suitable keywords for data base searches. This is due to the fact that American journals may
use differing terms to New Zealand, along with different spellings.
WEBSITES
There was less emphasis on gaining information from websites. This was due to the
reliability of many sites being questionable due to the accessibility to easily add new
information that may not be correct. Reputable sources such as government departments
were also sought.
BOOKS
Books about management theories were obtained through the Nelson Marlborough
Institute of Technology (NMIT) library along with the Nelson Public Library. The author also
asked the Brook Sanctuary if they have any relevant volunteer management books.
QUESTIONNAIRE
Questionnaires were the key method used to gather primary data. The researcher first
drafted their questionnaire and sought feedback from their supervisor to improve the
questions. Survey Monkey was the provider used, as there were analysis tools that the
researcher utilised due to NMIT having a subscription.
The questionnaire was then piloted on fellow students, who had the opportunity to provide
feedback and ideas for improvement. Following approval, the questionnaire was distributed
to the organisations in question, being the Brook Waimarama Sanctuary and Big Brothers
Big Sisters Nelson. Questions were asked on demographics, motivations and general
volunteer management practices. Since some individuals may have received the email with
the survey link whilst no longer currently volunteering, a ‘logic’ was used to lead them to
other relevant questions.
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The researcher recorded a video of themselves explaining the research project to inform
volunteers of the nature of the research. This was given to the Brook Sanctuary since the
author is a current volunteer there.
An email was sent to the mailing list of volunteers for each organisation. The questionnaire
was sent to 744 volunteers at the Brook Sanctuary and 75 mentors at BBBS. This introduced
the researcher and explained the research project. The questionnaire was provided as a link
to a website, where the participant could view the consent form, detailing aspects such as
anonymity and confidentiality. To complete the questionnaire, they had to acknowledge
that they have read this and understood their involvement.
To fit the philosophy the questions were designed to include open ended questions to
gather data of a qualitative nature. These were kept to a minimum to encourage
participants to complete the entire questionnaire. Additionally, the length was not too long
to discourage participants. Thought was given to make the questionnaire as clear as
possible.
Leading questions were avoided, and the structure was logical by asking simple questions to
start with. Likert scales were included in the questionnaire as a cross cutting technique to
gauge the importance that volunteers place on different aspects. This allowed the data to
be analysed in tables and graphs.
The questionnaire was active for two weeks. BBBS distributed the email almost
immediately, on the 29th of April whilst the Brook were not able to send it out immediately
as they prefer to not swamp volunteers with emails. Because of this, it was distributed a
week later . This was a downfall of the research, as it was planned that the questionnaire
would be available to all volunteers for an equal amount of time.
Volunteers who completed the questionnaire were given the opportunity to enter the draw
to win a $30 fuel voucher. To do this, they were invited to email the researcher with their
name and phone number. This data was not linked to the respondent as the researcher
could not determine who filled in what response. Once the researcher received an email,
the details were put into an Excel spreadsheet and allocated a number, starting at 1. To
draw the prize, the head of the business school was asked to pick a number from 1 to the
highest number. This means that a neutral person picked the winner.
Bias was a key threat to reliability. Volunteers are often extremely passionate about their
organisations, and may want to give the ‘correct’ answers. With anonymity and
confidentiality, this was reduced to the best of the researchers ability.
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INTERVIEWS
An interview was an appropriate method to gather a deeper understanding of what co‐
ordinators perceived to be important to volunteers. Interview questions were drafted and
checked by the research supervisor.
Interviews were primarily of volunteer coordinators to determine if their perceptions about
why volunteers may leave an organisation correlate with the results from volunteers
themselves. Leading questions were once again avoided.
Semi‐structured interviews were conducted. This is where there were questions to be
covered, but the interviewee had the opportunity to reply in any manner they wish (Bryman
& Bell, 2011). Doing this led to data being collected on aspects not originally considered, but
in a way that still ensured all participants were asked the same questions. It also allowed
“the researcher to gain a genuine understand of the world views of members” (Bryman &
Bell, 2011, p. 472).
The researcher asked the interviewee if they were comfortable in having the interview
recorded. Additionally, notes were taken about key points. Transcribing did not occur due to
the time restraints of the project. The length of the interviews was roughly around 30
minutes.
The interviewee was given a copy of the informed consent sheet and also signed it to
approve their participation.
At BBBS, there were two co‐ordinators interviewed. At the Brook, there were six co‐
ordinators interviewed in a group setting. These individuals were a combination of
volunteers and paid employees.
CODING
The motivation section of the questionnaire was designed around that proposed by Clary et
al. (1992). This was done by creating statements that correlated to the volunteer types that
are included by Clary et al. (1992). These statements were jumbled in the questionnaire so
as to not have groupings that were obvious to respondents.
When completing the findings of this report, these statements were once again grouped to
establish any trends. Along with this, the open question regarding motivation was coded
using the six categories and an additional one to reflect other statements that did not fall
within this.
From looking at the top statements that volunteers agreed with, an understanding of what
‘type’ of volunteers there are ensued. The only difficulty with doing this is that not all
statements for a ‘type’ resonated with volunteers, meaning that results are not overly
reliable.
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The statements were also ranked according to the number of respondents who strongly
agreed or agreed, as this was taken to be a positive response. The same was also done for
the disagree and strongly disagree statements.
The top five statements that volunteers agreed with in regards to motivation were selected
by adding all the votes for strongly agree and agree to indicate positivity towards a
statement. Volunteer co‐ordinators were then asked to pick five statements that they
thought volunteers would associate with the most. These two groups were then compared.
LIMITERS
Once the research was nearing completion, the author discovered some research by
Rochester et al. (2010), which has been used in the review of literature. This research
expanded on the appropriateness of methodologies in relation to volunteering. The author
throughout the research project at hand has been guided by the best practice developed by
other researchers, including the framework Clary et al. (1992) developed. Questionnaires
have been the predominant research method used in the past.
However, Rochester et al. (2010) criticise this as they feel small sample sizes and that
different ‘types’ of organisations sway data results. The author agrees with this, as the
sample size in the current research project does not in any way reflect all the volunteers in
the Nelson region. However, it must be remembered that increasing the sample size is
something that can be costly and extremely time consuming.
Secondly, Rochester et al. (2010) condemn asking volunteers directly why they volunteer.
This is due to a perceived lack of understanding. In other words, does a volunteer really
understand why they volunteer? Along with this, they may try to give the ‘correct’ answer
instead of being truthful. Because of this, they found that asking volunteers may be
unreliable. In response to this, the author for this research acknowledges that the same
could be said for any questionnaire about feelings and motivations. Additionally, a
questionnaire in any field of research can have issues surrounding reliability.
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CHAPTER FOUR: FINDINGS
The primary research component to this research set out to discover:
 Motivations for volunteers
 How volunteers feel the management programme rates
 Why they left the organisation if they no longer volunteer
 If volunteer co‐ordinators understand their volunteers in regards to motivating
factors and what satisfies them when volunteering
BROOK WAIMARAMA SANCTUARY
The Brook has not looked into motivation and satisfaction of volunteers in the past.
The questionnaire was sent to a mailing list of 744 volunteers who are either currently
volunteering or have left the organisation. If they have left the organisation, they have not
elected to be removed from the mailing list. Because of this, it is estimated that from these
744 that 450 may currently volunteer. This produces a response rate of 12% if looking at
those who currently volunteer, and an overall response rate of 7.2%.
JOINING THE ORGANISATION: MOTIVATIONS
Of the 54 who started the questionnaire, 44 answered the questions on motivation.
Figure 1: Motivating Factors for the Volunteers at the Brook Sanctuary
Statement
Percentage
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SOCIAL
In relation to volunteering due to friends volunteering, 25% strongly agreed or agreed to
this statement. There was some expectation that this may be higher due to the perceived
importance of socialisation in volunteering. However, the majority disagreed or strongly
disagreed with this statement. Volunteering to meet new people also generated a positive
response, with 59% either strongly agreeing or agreeing. 30% disagreed that this was why
they volunteered, with no one strongly disagreeing. On the whole, it was perceived by co‐
ordinators that socialisation is important. However, socialisation may not be important for
all volunteers due to the different roles that there are. For example, trappers often work in
solitude and have little contact with people, other than dead pests.
VALUES
As expected, value statements heralded a strong positive response. The statement that had
the most positive responses was that the volunteers values and those of the organisations
overlap. 50% strongly agreed, 45% agreed with this statement, 0% disagreed and 2%
strongly disagreed. The remainder selected not applicable.
Along with this, 75% of respondents indicated that volunteering fulfils their moral principles,
whilst nine did not think this was the case.
Helping others was a strong motivating factor, with 82% indicating that they strongly agreed
or agreed with this. Six people disagreed with this statement.
There was a more mixed response to volunteering due to it being a ‘duty’. Although some
agreed, it was in no way an outright majority when compared to the other value
statements.
CAREER
Career motivations did not herald a strong response. There was one individual who
indicated that career advancement was a strong motivating factor, whilst four agreed. The
majority of the remainder disagreed at 36% and 20% strongly disagreeing. 32% indicated
that career advancement was not applicable and 41% said that CV motivations were not
applicable, which could partly be due to 22 respondents being retired.
Eight individuals agreed that volunteering would look good on their CV, with none strongly
agreeing. This was a surprising result, showing that there are different volunteer types that
make up the organisation.
Of the 32% that indicated career advancement was not applicable, 71% were retired, 14%
were in part time work, 7% were self employed and 7% indicated ‘other’ explaining they had
a health condition that prevented them from working.
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In relation to volunteering for it to look good on one’s CV of the 41% who indicated that it
was not relevant there was the following breakdown. 67% were retired, 28% worked in
some capacity and the remainder indicated other, with the explanation of a health condition
that prevented them from working.
UNDERSTANDING
Another motivation that yielded a strong response was in relation to volunteering to gain a
new perspective. 77% responded positively to this.
Learning something new was a strong motivating factor with 61% either strongly agreeing or
agreeing, whilst 27% felt negatively about this statement. Considering that 22 respondents
were retired, this is an interesting result showing their attitude to learning.
PROTECTIVE
Ten respondents agreed that they volunteered because it made them feel less lonely, which
was an unexpected response.
There was a heavy disagreement with volunteering to help through personal problems, with
66% either disagreeing or strongly disagreeing. 25% indicated it was not applicable, whilst
9% agreed. Of those who agreed, they were all in the 51‐65 year group, two being in full
time work, one retired and one who has a health condition that prevents them from
working. Two of the individuals also agreed that volunteering makes them less lonely.
ESTEEM
There was a split response of individuals in regards to feeling needed. 45% of respondents
strongly agreed or agreed that volunteering makes them feel needed; whilst 41% responded
that they disagreed or strongly disagreed with this. The remainder selected not applicable.
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INDICATION OF CONGRUENCE
Table 1: Volunteer Co‐Ordinators Understanding of Volunteers at the Brook Waimarama
Sanctuary

Top five statements‐ Volunteers	Top five statements‐ co‐ordinators	Congruent?
My values and organisations overlap	My values and the organisations overlap	
I feel that it is important to help others	I volunteer to meet new people	
Volunteering helps me gain a new perspective	Volunteering helps me gain a new perspective	
Volunteering fulfils my moral principles	Volunteering makes me feel needed	
I wanted to learn something new	I wanted to learn something new	

This table shows that the volunteer co‐ordinators have a fairly strong understanding of what
motivates a volunteer. Three of the five statements chosen by volunteer co‐ordinators were
from the highest ranked statements.
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EXPANSION ON MOTIVATIONS
When asked to expand on the reason why they volunteered, 23 took the opportunity to do
so. There were comments surrounding:
 Making a difference.
 Sharing common goals with the organisation to help bring nature back to the region.
 Watching wildlife flourish was another reason with the overarching goal of giving
back to the community.
 Creating a ‘halo effect’ that a sanctuary would bring to the region along with
“building a stronger Nelson community”.
 Remembering a friend who had passed away.
 Linking themselves with the community and draw them out of their comfort zone.
 Having the time to volunteer to do something meaningful.
 Sharing the importance of New Zealand’s heritage with children
 Motivation by one’s spouse, satisfaction and enjoyment were also mentioned.
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STAYING IN THE ORGANISATION
Figure 2: Volunteer perceptions of the Volunteer Management Programme at the Brook Sanctuary
The overall response to the volunteer management programme was positive. Of the 54 who
began the questionnaire, 44 answered the question regarding the volunteer programme. Of
the twelve statements, the majority of responses each time were in the agree category
showing that on the whole volunteers are satisfied. The statements that had the least
positive agreement were in relation to receiving something back, resources and using
relevant skills.
Statement
Percentage
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COMMUNICATION
In relation to ideas being heard, there was a much smaller number who strongly agreed.
Only four strongly agreed with this, followed by 37 who agreed.
Communication was also said to be open between staff and volunteers, with 23% strongly
agreeing and 70% agreeing. This aspect was perceived to be important by volunteer co‐
ordinators, who went on to explain that interactions and relationships make people feel
appreciated.
RECOGNITION AND TRAINING
In regards to recognition, a strong majority of 95% responded positively that their efforts
were acknowledged. 43% strongly agreed with this statement, which was the second
highest positive response after likelihood of continuing to volunteer.
The two volunteers that strongly disagreed and disagreed with this statement can be seen
to be outliers from the rest of the group, as their others responses are negative as well. The
only positivity that was shown was one agreeing that they volunteered in a safe
environment, one agreeing their work environment was safe and one agreeing that they felt
appreciated by the organisation. They both indicated that it is unlikely they will continue
volunteering.
64% of respondents agreed that they receive something back from the organisation, whilst
seven disagreed. This number of disagrees, at 16%, is the highest and equal to utilising
relevant skills. The co‐ordinators talked of giving back to their volunteers such as training
for a small group of volunteers regarding quad bike usage and outdoor first aid. To try to
give something back to volunteers in general, there is often an educational component to
volunteer functions. They did acknowledge that there was room for improvement in regards
to training, which is constrained by funding. It is also difficult to have a blanket statement of
more training is needed due to the diverse range of roles.
There was a positive response to safety with 89% feeling the environment they volunteered
in was safe, whilst 93% felt safe while they volunteered. This is an interesting response
considering some activities, such as track cutting, have the potential to be dangerous.
RESOURCES
84% felt they were provided with enough resources whilst volunteering, with the rest
feeling they were not provided with sufficient resources. This aspect was explained by many
in the comments section, especially in regards to providing more trapping equipment,
information that can be given to the public at the visitor centre and training in CPR for
emergencies in the field.
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OTHER FACTORS
 Lastly, there was a strong response to continuing to volunteer at the sanctuary, with
only two saying they would not as explained above.
 The majority of the respondents agreed that relevant skills were used, but eight
either disagreed or strongly disagreed.
 Volunteer co‐ordinators also thought that through using a volunteers skills, the
volunteer feels like they are contributing. It was thought that retired people have a
viewpoint that they want to use skills they have learnt over their life. However, this
would not be the case for all, as some may volunteer in a completely opposite field
for a change. A suggestion was made that maybe in the early stages of recruitment
there could be some consultation around what skills they have that they want to use
in their volunteer role.
 Induction processes are being updated, whereby job descriptions will be introduced.
There will be a volunteer team who conducts inductions, welcoming the volunteer
into the organisation and making sure they feel comfortable.
 There is at the moment a lot of freedom for volunteers to be flexible in when they
volunteer. This flexibility will decrease once the fence is completed due to trapping
requirements among other aspects.
 All but one of the respondents felt that their tasks were manageable.
Although the volunteer management programme received positive feedback from the likert
scale, 16 individuals took the opportunity to suggest ideas to improve the programme.
There were comments surrounding three main aspects being communication, resources and
structure.
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SUGGESTIONS FOR IMPROVEMENT
COMMUNICATION
 One volunteer felt that communication was open since they are listened to, but
none of their ideas are acted upon.
 There was a comment regarding increased communication with volunteers in
relation to “what is happening and why”.
STRUCTURE
 One volunteer said they get the impression that there is a disconnect with
management at the office and the volunteers who work in the field. Additionally,
there are top down decisions from these individuals who may not actively be out at
the sanctuary. A suggestion to improve this was more “bottom up consultation”.
 A comment was made regarding the recruitment of new volunteers, where there
appears to be no active recruitment drives.
 Another suggestion was made that volunteer leaders could share roles to reduce the
burden placed on them and hopefully eliminate burnout. This is mentioned further
as a reason why one individual left.
 One individual commented that a volunteer manager would be useful. They could
recruit new volunteers, work with those who are at the sanctuary and also be a
mediator between volunteers and the higher management of the organisation.
Additionally, they felt that their job description design should involve joint input
from both management and volunteers. This was addressed by the co‐ordinators
that will be happening in the near future.
 A clear reporting structure was also suggested, as sometimes there is a blur around
who to report things to and who manages what.
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RESOURCES
 There was one comment surrounding using volunteer time in the most efficient way
possible.
 Additionally, having replacement trapping equipment such as traps and bait was
suggested as an improvement. An increase in the amount of information that is
timely to give to the public at the visitor centre was also mentioned numerous times.
 Training in First Aid was proposed to help meet the needs of the increasing visitor
numbers.
LEAVING THE ORGANISATION
Another aspect to the questionnaire related to why volunteers leave. 50 respondents
answered this question, with the majority indicating they still currently volunteer at the
Brook. However, there was one individual who stopped due to not having the time and one
who exited for health reasons. There were also two volunteers who indicated their
schedules did not fit with designated volunteer times. Nine individuals stated ‘other’ which
was explained by:
 Inflexibility‐ only available mid week, which does not suit winter opening hours of
the visitor centre. Co‐ordinators had the perception that there were efforts to
provide flexibility in relation to meetings and field work; however the visitor centre
was not specifically mentioned. It was perceived that for the organisation as a whole,
flexibility is important and having requirements such as four duties a month may not
be received well.
 Agreeing to a leadership role, but being overwhelmed with the responsibility once
their co‐leader left. This is an interesting comment as the co‐ordinators mentioned
there is now a structure that allows different individuals to have responsibility within
a team, spreading the work load. The suggestion from a volunteer that hiring of a
designated volunteer co‐ordinator would address this.
 Moving away from the region, which was also given by volunteer co‐ordinators as a
reason someone may stop volunteering.
 Work and family commitments. This was an overlap with why the volunteer co‐
ordinators thought a individual may leave.
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 Little recognition of particular volunteer groups, especially those at the visitor
centre.
 Changes in volunteer roles that no longer suited.
 Age
 Bad health
 Disillusionment around the need for increasing staff levels.
 Ideas not being listened to was another reason given by volunteers and also the co‐
ordinators. Additionally, co‐ordinators stated that a lack of communication may
disgruntle some employees.
Communication and not being listened to were reasons that volunteer co‐ordinators
thought could lead to organisational disconnect and eventually frustration.
There was uncertainty regarding retention of volunteers being an organisational outcome.
Although it has been talked about, there was a sense of vagueness as to whether this may
be a formal organisational goal.
DEMOGRAPHICS
There were 54 volunteers of the Brook Waimarama Sanctuary who completed the
questionnaire. Of these 54, 46 currently volunteer.
AGE
The age demographics are predominantly older with 78% of participants being volunteers
who were over 50 years of age. 41% were over 65 years, which was the strongest age group
represented.
LENGTH OF VOLUNTEERING
The main length of volunteering was for over five years, with 24 respondents indicating this.
The next longest time frame was between three and five years, with 11 indicating this and
then those who had volunteered for less than a year with nine respondents.
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EMPLOYMENT
In regards to employment, 22 respondents were retired, which was the highest category.
This correlates with the 22 respondents that are over 65 years. However, this could be a
coincidence. Part time and full time workers accounted for 20 respondents (10 full time and
10 part time). There were two respondents that were unemployed and six self employed
volunteers. There were four who indicated other, of which five comments were collected.
These individuals stated that they were mothers, did free lance work, had health conditions
so could not work, were on career breaks and did one week volunteering and then one
week not volunteering.
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BIG BROTHERS BIG SISTERS NELSON
BBBS have looked into satisfaction and motivation of their volunteers in the past through
informal chats. No questionnaires have been conducted.
There were 22 individuals who completed the questionnaire. With the questionnaire being
sent to 75 individuals, a response rate of 29% was achieved.
Of the 22 respondents who completed the questionnaire, 20 answered the questions
around motivation.
Figure 3: Motivating Factors for the Volunteers at BBBS
Percentage
Statement
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JOINING THE ORGANISATION: MOTIVATIONS
SOCIAL
55% of mentors either disagreed or strongly disagreed with volunteering due to their friends
volunteering. There were also 30% who selected that it was not applicable, indicating that it
is not a strong motivating factor.
The respondents were split regarding volunteering to meet new people, with 50% stating
they either strongly agreed or agreed with the statement, whilst 40% disagreed with the
statement. The remainder indicated it was not applicable.
VALUES
There was a strong majority of mentors at 90% responding positively to volunteering due to
their values overlapping with the organisation. There was also an emphasis on volunteering
to fulfill moral principles with 80% stating that volunteering did satisfy their moral
principles.
The one person who strongly disagreed with volunteering due to overlapping principles did
however agree with the statement of fulfilling moral principles and helping others.
Of the 20 respondents, the statement that they all expressed an opinion on was “I feel that
it is important to help others”. 65% strongly agreed, whilst 35% agreed. None said it was
not applicable.
Responses were balanced in regard to feeling it was their duty to volunteer, with those
either disagreeing or strongly disagreeing outweighing those who agree or strongly agree by
10 to 8.
When asked to expand on reasons why they volunteered, answers were predominantly in
relation to the value category. For example, there were comments about helping others and
the community along with sharing similar values to the organisation.
CAREER
Career motivations were not strong motivating factors, with no respondents motivated by
career progression through volunteering. However one individual, in the 18‐35 year age
group did agree that volunteer experience on their CV motivated them to be a mentor.
Of those who indicated not applicable to career statements, there was a split between
those who were retired and those in part time work.
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UNDERSTANDING
Gaining a new perspective was supported very positively, with 95% in favour and one
individual disagreeing. The individual who disagreed with this statement was retired but
also agreed to volunteering due to learning something new.
Gaining a new perspective was the second most supported statement, after feeling that it is
important to help others.
There was 75% of respondents that said learning something new was a definite motivating
factor.
Of those who responded negatively to the statement on learning something new, all either
agreed or strongly agreed to volunteering to gain a new perspective.
PROTECTIVE
90% of the respondents strongly disagreed or disagreed with volunteering because it makes
them less lonely.
Only one respondent agreed that a motivation to volunteer was stemmed from a want to
overcome their personal problems, with 16 disagreeing or strongly disagreeing that this was
the case and 3 stating this was not applicable.
ESTEEM
70% of the respondents disagreed with volunteering to make themselves feel needed,
however 25% said that they agreed with this. Of those who agreed with this statement,
they all disagreed to volunteering to make themselves feel less lonely.
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INDICATION OF CONGRUENCE
Table 2: Volunteer Co‐Ordinators Understanding of Volunteers at BBBS
The above table indicates that volunteer coordinators have a very good understanding of
their volunteers. The only point that was not mentioned was ‘learning something new’.
Relationships were acknowledged by volunteer co‐ordinators to be very important; both
between the mentor and mentee and the organisation and the mentor. Volunteers are an
integral part of the organisation, where BBBS “couldn’t do it without them”.
EXPANSION ON MOTIVATIONS
When asked to expand on the reason that they volunteered, the following common points
were expressed:
 To pass on values, confidence and opportunities.
 There was a good ‘fit’ in the values of the volunteer and the organisation.
 To help others.
 To use their skills and time.
 To help the community. This was also reiterated by volunteer co‐ordinators, who
felt that many volunteers want to make a difference and contribute to the
community.
 To give something to those who need a helping hand.

Volunteer motivations	Volunteer co‐ordinator perceptions	Congruent?
I feel that it is important to help others	I feel that it is important to help others	
Volunteering helps me gain a new perspective	Volunteering helps me gain a new perspective	
My values and the organisations overlap	My values and the organisations overlap	
Volunteering fulfils my moral principles	Volunteering fulfils my moral principles	
I wanted to learn something new	Volunteering makes me feel needed	

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STAYING IN THE ORGANISATION
Part of this research had the aim of giving useful feedback to the organisations in regards to
how volunteers perceive the volunteer management programme to be. To do this questions
were asked surrounding perceptions of management, resources and other aspects. The
most notable aspect of this was that there were no strongly disagree votes for any
statement. 19 respondents answered this section.
Figure 4: Volunteer perceptions of the Volunteer Management Programme at BBBS
COMMUNICATION
My ideas are heard generated a positive response, along with the organisation having open
communication between volunteers and staff. 100% of respondents thought that
communication was open, whilst 89% indicated that their ideas were heard whilst 11% did
not think this was the case.
Communication was mentioned by the co‐ordinators as something that they perceive to be
important in regards to retention. Along with this, having a team structure where there is
always a mentor co‐ordinator on hand to help out was regarded by the co‐ordinators as a
way to help volunteers feel a part of the organisation.
There are numerous feedback channels, which is influenced by the open culture that exists.
Percentage
Statement
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RECOGNITION
Recognition of volunteer efforts scored highly, with the most respondents at 95% strongly
agreeing or agreeing that they were recognised. Only one individual disagreed that their
efforts were recognised. The statement of ‘my volunteer efforts are recognised by the
organisation’ received the most strongly agree votes out of all statements.
Predominantly, respondents indicated that they received something back from the
organisation, however, 21 % thought that this was not the case. Intangible benefits and a
feeling of giving something back to the community were perceived to be important by the
co‐ordinators.
There are mentor and little people events throughout the year along with a formal event at
the end of the year. The mentor co‐ordinators did acknowledge that they had not
considered purely social events for mentors only.
The remainder of statements generated a positive outcome, with no respondents either
disagreeing or strongly disagreeing. The statements that generated the lowest amount of
strongly agree responses were ‘ My time is used efficiently when I volunteer’ and ‘My
volunteer tasks are manageable’. However, all feel they volunteer in safe environment and
feel safe whilst doing so and that they feel appreciated by the organisation. Feeling valued
by BBBS was mentioned by the co‐ordinators as something they feel is important.
Comprehensive training is given to volunteers as part of their induction. Along with this,
expectations are established in job descriptions.
RESOURCES
All respondents strongly agreed or agreed that they are provided with enough resources to
volunteer effectively. Since BBBS is a lot less reliant of resources compared to the Brook,
this is not particularly useful information.
OTHER FACTORS
 There was a strong indication that the current volunteers will continue to volunteer
at BBBS, with only one respondent indicating that they would not continue.
 89% of respondents felt that the organisation used the relevant skills that they have
to offer, whilst the remainder disagreed. Retention of volunteers is indicated to be
high in the future, with 95% indicating that they would continue to volunteer. The
one individual who indicated they would not continue explained that this was due to
their match closing. A closing match means that the little person has turned 18, or
that they can no longer be mentored for some reason.
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 All respondents thought that their tasks were manageable.
SUGGESTIONS FOR IMPROVEMENT
When provided with the opportunity to provide suggestions for improvements, respondents
provided a variety of ideas.
 Respondents expressed positive feelings towards the management programme, such
as saying that the office always has someone there to help, that staff are trained
well, that communication is open and there are no hidden aspects, meaning that
there is a culture of trust. However, one individual had the opposite view to the last
point, saying that there is a detachment between the mentor co‐ordinator and
mentor sometimes due to recent changes in staffing. There were some suggestions
as to what could be done differently.
 These suggestions included aspects such as being provided with more training
relating to communicating with a young person and celebrating milestones that the
organisation reaches such as anniversaries through having some sort of function.
Along with this, flexibility of meeting times was raised to improve the relationship
between staff and mentors as some have work commitments at this time. The
volunteer co‐ordinators noted that there have been discussions around how to
increase the numbers that attend these meetings.
 Lastly, there was a suggestion on how to improve meetings, where there could be a
component that allowed the opportunity to express their feelings as to how the
match was going and raise any concerns.
LEAVING THE ORGANISATION
Three volunteers indicated that they are no longer volunteering for BBBS.
To explain this, there were:
 health reasons
 a lack of time
 the matches between their little person closing.
These reasons were reiterated by volunteer co‐ordinators, along with:
 moving out of the region
 changes in relationship status
 the match formally closing when the little person turns 18.
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DEMOGRAPHICS
AGE GROUPS
There was a well spread age range in the categories, except for the under 18 group which
had zero respondents. The main age group was the 51‐65 year olds, at 32%. This was
followed by the 36‐50 year old category on 27% and then the 18‐35 year old category on
23%. The smallest age group representation was the 65+ year age group.
LENGTH OF VOLUNTEERING
The main length of volunteering was between 2‐3 years, with more people volunteering
longer than 3 years than those who volunteered for less than 3 years.
EMPLOYMENT
Nearly half of the respondents work full time. The next main occupation was retirees at 24%
and then part time workers at 19%.
COMPARISON OF ORGANISATIONS
Comparing the two organisations is interesting to determine their differences. However, in
doing so, there must be consideration of the differing sample sizes as the Brook had double
the respondents. Along with this, the age demographics are quite different considering that
the 65+ year age group had the lowest amount of respondents at BBBS, whilst at the Brook
it had the most respondents.
 There were significant similarities in regards to volunteering due to overlapping
values and also moral principles.
 Volunteering in relation to loneliness presented some differences, with the majority
responding negatively to this statement at BBBS, whilst the Brook had some
volunteers who agreed. The same can be said for volunteering to feel needed.
 There were differences in relation to progressing their career through volunteering.
No volunteers agreed at BBBS, whilst some strongly agreed and agreed at the Brook.
 There was a similar result at each organisation in regards to volunteering to gain a
new perspective and meeting new people.
 In regards to helping others, all BBBS volunteers responded positively. This differed
at the Brook, where there were some who disagreed or indicated not applicable.
This could be due to the fact that the focus of the organisations is different.
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 When looking at the congruence of the understanding of volunteer coordinators
perceptions around volunteer motivations, it became apparent that BBBS co‐
ordinators have a better understanding as they correctly chose four of the five top
motivators. This can be compared with the Brook Sanctuary, who correctly chose
three of the strongest motivating factors.
 The five statements that were the most positively responded to were the same for
each organisation. This is interesting considering that the organisations are so
different, as one would assume different goals attract different volunteer types.
 Both organisations had a very positive outlook in regards to the management
programme. BBBS in particular received affirmative feedback, with no volunteers
selecting strongly disagree for any statement. There were also six statements that
had no forms of disagreement.
 The Brook still had strong support, but not to the extent of BBBS. There were no
statements that had full agreement, as all had some that either disagreed or strongly
disagreed.
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CHAPTER FIVE: DISCUSSION
GENERAL
The purpose of this research report was to gain an understanding of the volunteers in
question in order to help the organisations retain them and to hence tailor management
practices to a ‘best fit’.
The questionnaire generated a positive response rate, especially at BBBS where 29%
responded. However, they had a smaller sample size than the Brook Sanctuary. In regards to
the motivation question, it was surprising to see that the majority of respondents at BBBS
and the Brook who started the questionnaire completed this question.
Additionally, the findings are in no way 100% definitive to the Nelson region. This is due to a
small sample size and only looking at two organisations. Younger volunteers were not
targeted, which could change the results substantially. Along with this, investigating a
variety of organisational types could change the outcomes. For example, sport volunteers
are prolific in New Zealand. They may volunteer for family and cultural reasons as opposed
to increasing their understanding of the organisation.
Many studies that the author has looked at in the literature review are based on the Clary et
al. (1992) model. Because of this, it was decided that this would be a useful model to base
the research on. However, looking back, since the model is over 20 years old questions must
be raised in regards to timeliness. Is this model still relevant in today’s world? With experts
still referring to Clary et al. (1992) it has been assumed that it is still current.
With time restrictions the ‘how’ of the question proved to be difficult to answer. The author
struggled to invest more time into this aspect of the question, as motivations of volunteers
and reasons that they may stay with an organisation were deemed to be necessary to look
into first.
In hind sight, there should have been follow up interviews with the co‐ordinators to gauge
reactions to volunteer suggestions to determine feasibility and if they would ‘fit’ within the
overall strategy of the organisation. These suggestions could then be implemented and
monitored to determine if they would work. This was the largest constraint for the research
in regards to answering the overall research question.
BBBS and the Brook fall under the definition of a not profit entity, as per Statistics New
Zealand (2006), as this is what the entire report is based on. Their main goals are not
surrounding profit making, instead they are primarily helping the community. Along with
this, it was overwhelming to receive such a positive response from volunteers, whereby it
became obvious that their support for the organisations reflects the programmes in general.
This is only more interesting considering that tangible benefits are not received.
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COMPARISON‐ WHAT WAS THOUGHT WOULD BE FOUND
The results that were expected when the research journey began are somewhat different to
what was actually found. The key point that was found to be true was that volunteers give
their time to a cause they deem to be worthy, which was reflected by a strong consensus
volunteering due to their values overlapping with the organisations. Secondly, there was
also many respondents who in a way supported my proposition that they were wanting to
help society. However, instead of society being referred to there was more of an emphasis
on community, reflecting the local nature of volunteering.
Thirdly, there were 26 respondents that were over 65 years. Considering that there were 76
respondents, this means that 34% of respondents were over 65 years. This was a surprising
result, considering that it was expected that respondents would predominantly be over this
age. Instead, the 51‐65 year age group had the most respondents, but only marginally on 27
people. Socialisation was also mentioned by some volunteers as being a reason why they
volunteered, but it was not the main reason.
Lastly, the proposition that volunteer co‐ordinators have a good understanding of the
volunteers at their organisations was correct. This was especially the case at BBBS, where
they appeared to be aware of what volunteers looked for in a programme and what made
them stay.
CULTURAL SIMILARITIES
The findings from the research at hand provide an interesting comparison with results from
studies in the U.K. There were very similar results, especially considering that the results
from the U.K. also used the VFI created by Clary et al. (1992). There was a congruence
between the top two factors in both England and Scotland, where value type motivations
also ranked highly (Rochester et al., 2010). Additionally, it was found that career
motivations also were a motivating factor but not to the same extent as value motivations
(Rochester et al., 2010). This was also observed at the Brook in particular, which may be
explained due to the larger sample size. Therefore similarities emerge between these
contexts.
However, there were significant differences to Northern Ireland, where along with value
motivations, there was support for religion and family motivations (Rochester et al., 2010).
This segued from the Nelson context. However, the main similarity was that both the Irish
research and the Nelson organisations indicated that career motivations were not a main
motivating factor.
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JOINING THE ORGANISATION
VOLUNTEER FUNCTION INVENTORY MODEL
The Volunteer Function Inventory (VFI) was created by Clary et al. (1992) to determine why
people volunteer. It is an integral part of this report, being used to categorise what
volunteer types there are at each organisation.
Through determining the top five statements at each organisation that respondents either
agreed or disagreed with, the BBBS and Brook volunteers are primarily:
 Value based: Once again, three of the statements that were agreed with the most
surrounded values.
 Understanding based: The other two statements were understanding based.
The volunteer types with the least resonance were:
 Career based: these two statements were the least supported. This supports the
findings of Finkelstein (2008) who found that career motivations are often very low
in those over 65 years. However, the research at hand can expand this to those over
50 years, where motivations to volunteer for career progression and looking good on
a CV were found to be very low. With a small sample size, this could be investigated
further to develop more robust results.
 Protective based: Similarly to BBBS, these statements were not high motivating
factors.
In regards to the Brook Waimarama Sanctuary, the top five statements were the same as
those for BBBS. However, there was a different ranking order. Overlapping values were
paramount to the Brook volunteers, whilst they were only the third most supported at
BBBS.
This has produced interesting results considering that the organisations are so different in
their goals. One would assume that the different nature of a mission could attract different
volunteer types, but this was not the case. From this, it can be said that the volunteer
motivations regarding values and understanding are popular with the volunteers of two
Nelson not for profit organisations.
TYPES OF VOLUNTEER
Furthermore, when applying the framework that Gage and Thapa (2012) developed by
combining the values and understanding section, this fits even better with the research
findings. From this, it leads the researcher to believe that the volunteers were
predominantly altruistic, with egotistic results not a significant motivator.
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One of the key agreements between the research at hand and previous research was in
regards to overlapping values. There was an outright majority of agreement to being
motivated to volunteer due to congruent values at BBBS. This was even more apparent at
the Brook as it was the most strongly supported statement. Saksida and Shantz (2014) found
that this can be a motivating factor, which appears to resonate with the two organisations in
question.
The results also support the findings of Peachey et al. (2014), where they found that all five
VFI categories, apart from protective were relevant to the sport volunteers they questioned.
The same can be said for BBBS and the Brook Sanctuary, where even though there were
some volunteers who volunteered to be less lonely or help them through personal
problems, the amount was so small in comparison to the survey size that they are in a sense
outliers. However, if time permitted, it would be interesting to conduct more in depth
research into volunteers who associate with each category.
The motivating factors, that the Australian Bureau of Statistics (2000) found in their
research, are not all important to the volunteers at the organisations. Out of the four key
points ‐ of helping others, personal satisfaction, personal or family involvement and doing
something worthwhile ‐ only the first and last point resonated with the Nelson group. In
saying this, there was one individual who was motivated because of their wife. However, it
must be considered that the two countries, although similar, still have their cultural
differences.
Knowing that the majority of volunteers at both organisations have altruistic as opposed to
egotistic motivations, it becomes apparent the material motivators, such as free items will
be unlikely to motivate. Instead, non material motivators like feeling respected by the
organisation and being listened to appear to be important. However, in saying this, the
values category can be seen to primarily revolve around helping others whilst the
understanding section surrounds volunteering for their own benefit. This is an interesting
observation, as the ‘egoalt’ concept proposed by Treuren (2014), which combines egoistic
and altruistic factors, may be applicable in this context.
Applying the theory to the research findings allows similarities to be drawn. It appears that
the Nelson context is very similar to other cultures. Along with this, they key reasons for
volunteering due to altruistic reasons seem to resonate, even with those in younger age
groups. This presents an interesting argument, as there is a segue from what would be
expected in regards to younger age groups and career motives. However since the research
did not specifically target younger volunteers, such a conclusion would need to be
researched further to provide any weight.
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STAYING IN THE ORGANISATION
RETENTION
There did not appear to be any specific tailoring of the volunteer management programmes
to the different types of volunteers. Peach and Murrell (1995) propose that this can be a
way to help empower volunteers, which will ultimately motivate and retain. However,
considering the size of the organisations and the funding constraints that they are under, it
is apparent that such tools are not overly applicable in this context. For this to work, there
would need to be a sizeable organisation with the means to be able to identify individuals
with different motivations.
From here, the volunteer management programme would then tailor rewards, social events
and tasks to the volunteers, which have in a sense been stereotyped into groups. This then
raises the question of difficulties surrounding individuals who may have numerous
motivating factors and how they should be treated.
Also, even though it is interesting to determine that the most significant motivating groups
are value and understanding, there was no specific research into how to specifically
motivate these altruistic type volunteers. Due to this, it is questionable how useful knowing
volunteer types is to an organisation.
Retention of volunteers was found to be a key outcome for BBBS, whilst the Brook was
unaware of any such goal. Because of this, it is advisable that the Brook incorporates
retention as a key goal, since they acknowledge the significance of volunteers to their
organisation (Cuskelly, Taylor, Hoye & Darcy, 2006).
COMMUNICATION
The Brook had a small number of volunteers who strongly agreed that their ideas were
listened to, whilst some even responded negatively. BBBS also had some who disagreed that
their ideas were heard. Because of this, there is a possibility that commitment to the
organisation may be impaired, which Shin and Kleiner (2003) propose. Brudney (1995)
states that retention can be increased through simple aspects such as training, recognition,
social events and including them in meetings.
The Brook does all these things, but there were still comments about thoughts being heard
but not applied, along with those who wanted additional training. Because of this, there
may be some individuals who leave due to not being satisfied with how the management
programme is run. It has become apparent that for altruistic individuals, feeling that they
are heard and their ideas are actually acted upon can help in feeling valued and reduce
feelings of disillusionment.
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A simple concept such as making a volunteer feel like they belong to an organisation is very
important. Volunteers often donate a lot of time and mental support to not for profit
organisations. Using skills they have to offer, along with taking their ideas on board could be
very beneficial.
Without a congruence between volunteer co‐ordinators and their volunteers, there can be
breakdowns in relationships which may ultimately lead to volunteer turnover. With
feedback from some Brook volunteers that they feel that their ideas are not listened to, it
may be appropriate to provide a channel for feedback that allows volunteers to express
their thoughts, as motivation and satisfaction have not specifically been looked into in the
past.
However, volunteer co‐ordinators are aware that if there is a designated role of a ‘volunteer
co‐ordinator’, then this aspect could be included. Further to this, with volunteers also
identifying an improvement to the management programme as including this role, it may
mean that the gap can be ‘bridged’. Because of this, it is apparent that the organisation is
aware about the need to improve communication channels, but is unsure how to implement
them effectively.
RECOGNITION
Although psychological contracts were not asked about directly, some of the statements
used reflected components of psychological contracts. For example, Farmer and Fedor
(1997) proposed that if a volunteer does not feel they are receiving anything back from the
organisation this can lead to volunteer turnover. Although many volunteers agreed with this
at the Brook, this statement had one of the highest rates of votes for disagreement.
As discussed above, Shin and Kleiner (2003) proposed that training was a motivating factor.
Several volunteers commented on feeling like they were ill‐equipped in regards to training,
which they stated was an area of improvement. However, with co‐ordinators feeling there
are no available funds to help train volunteers in aspects such as first aid, it becomes
apparent that there is a gap in the knowledge between the parties, which could be due to
breakdowns in communication.
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TRAINING
As per Shin and Kleiner (2003), the research supports the proposition that training is useful
to help a volunteer conduct their role more effectively. Volunteers at both organisation
expressed their views on this, feeling that more training would help them in their roles.
Examples were given such as first aid training and helping in regards to communicating with
a teenager. This also aligns with Saksida and Shantz (2014) and Newton et al. (2014), who
anticipated that training helps to satisfy volunteers. Volunteering appears to be a two way
relationship. Along with giving to the organisation, it helps if the volunteer feels that they
receive something in return. A two way contract where the volunteer also receives
something back through training could help to address those who disagree that the
organisations do give anything back to volunteers.
To overcome funding constraints, the skills of the volunteers could be utilised, providing
informative seminars to help others increase their understanding on a topic. Along with this,
there could be wanted ‘skill sets’ that are advertised to the volunteers. For example, the
services of a professional sign writer could be asked for. This could be done directly to
volunteers and also through social media, such as on their Facebook page. Doing this would
increase the awareness of the community as well.
RESOURCES
The importance of working conditions, as proposed by Taylor et al. (2006) was also
reiterated by questionnaire respondents. In particular to the Brook, where volunteers use
many resources provided by the organisation, although the majority agreed that they were
provided with sufficient resources for their roles, many commented that this could be
improved. From this it became apparent that it is often the little things that influence how a
volunteer enjoys their role. This is somewhat difficult to contrast with BBBS since the
volunteer environments differ significantly. BBBS volunteers do not specifically need
resources to be provided as they focus on building relationships.
It has been said that volunteers have been found to want to undertake rewarding work in a
supportive environment that encourages social interaction and also fits in with their
schedule (Taylor et al., 2006). When volunteer co‐ordinators were asked to respond to this
statement, there were different outcomes from both organisations. BBBS stated that they
felt this statement fitted with their volunteers, whilst the Brook originally agreed but then
changed their view. The reason that they were not in full support of the statement
surrounded social interaction. This is because they are aware of some volunteers who
volunteer to avoid social interaction, such as those who go trapping in solitude.
This highlights the importance of diversity in volunteering. It is all very well to assume that
volunteers will like more social events for example, but it must be remembered that
everyone is different and what one person may enjoy another may dislike. However,
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socialisation is an important part to volunteering, which was reiterated by the ‘social’
section of the VFI still being strongly supported.
STRUCTURE
In talking to the volunteer co‐ordinators at the Brook Waimarama Sanctuary, it became
apparent that they are entering a growth phase. With consideration of employing a
designated volunteer co‐ordinator, along with introducing a formal induction process that
includes job descriptions there will be changes to how they manage their volunteers in the
future. One co‐ordinator acknowledged that there will need to be more structure and
formal volunteering practices in the future as opposed to the often ad hoc volunteer
practices. This supports fully the comments that Brudney (1995) made around adapting
management practices, and even structure as an organisation grows.
Having a differing management approach could be a cause of difference between the
organisations. Although both are very volunteer orientated, BBBS appears to have a more
human resource management approach compared to the Brook. Cuskelly et al (2006)
suggest that monitoring aspects such as motivation and satisfaction can be included within
this approach, which is apparent at BBBS but not yet at the Brook. As the Brook grows it is
assumed that there will be more influence placed on retaining volunteers, so they may
adopt a similar approach to BBBS. If so, if this research was repeated, they may generate
feedback similar to BBBS. This would be an interesting exercise to conduct to determine if
showing an interest in volunteers reflected in the opinions of the overall management
programme.
JOB DESCRIPTIONS
The use of job descriptions was only apparent at BBBS, whilst the Brook is in the process of
creating these as part of their induction process. As per Shin and Kleiner (2003), job
descriptions can result in a feeling of belonging, where appreciation scored highly in both
organisations.
The results support the proposition of Shin and Kleiner (2003), as BBBS, with a job
description, had all respondents agreeing they felt appreciated. However, the Brook still had
a large contingent that agreed with this statement, leading to a possible proposition that job
descriptions are important, but there are also other important factors not recognised.
There was one individual who felt the reporting structure was not clear, which could be
clarified through job descriptions.
It is apparent that job descriptions, although traditionally used for employment situations,
could make a volunteer feel like they belonged to the organisation. Additionally, they may
be more committed due to having set responsibilities.
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REWARDS
No volunteers specifically mentioned rewards, so it is difficult to apply this concept to the
research at hand. However, as authors such as Taylor et al. (2006) propose, rewards are
important in motivating and retaining volunteers. With no volunteers stating this
specifically, it could be presumed that this was not the case for the Nelson context. Such a
sweeping statement has no evidence to support it though, as it could have been a reason
for leaving but not the most important reason.
Peach and Murrell (1995) have hypothesised that reward systems that do not motivate may
lead to turnover. However, with no volunteers mentioning aspects such as inconsistent
rewards or not considering individual differences in relations to rewards, it is difficult to
relate this study to the current research.
Since the organisations in question have value and understanding based volunteers, further
research could be conducted into determining links with altruistic volunteers and rewards,
as this was not discovered during the literature review. One would assume that rewards
would not motivate altruistic volunteers. However, with training being mentioned by some
volunteers as an area for improvement, there may be other alternatives to traditional
rewards. Areas such as up skilling could reward, whilst also improving the efficiency of the
organisation.
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LEAVING THE ORGANISATION
The amount of information gathered by the questionnaire in regards to this was quite low,
so it is difficult to attempt to draw conclusions from the data.
Additionally, there may be some volunteers who begin volunteering, but then do not
continue. It was envisioned that these individuals would go into detail in the last section of
the questionnaire, which was the case for some but not all.
Locke et al. (2003) divide reasons for leaving an organisation into two sections of personal
and organisational. The options given in this research can also be split into these sections,
especially the expanded comments. Firstly, personal factors such as ill health and busy
schedules were mentioned. Not having enough time was stated by some, supporting the
proposition of Holmes et al. (2013) that having little spare time can influence the likelihood
of them continuing to volunteer.
Organisational reasons were also given, which provide useful feedback for the
organisations. There were aspects such as inflexible volunteering times, not being listened
to, low recognition and feelings of being overwhelmed by workload. The research also
supports another proposition that Locke et al. (2003) propose that even though overlapping
values are extremely important, they are not enough to retain a volunteer if there are
aspects to the management programme that the volunteer is not happy with. In regards to
work load, the research also supports the findings of Taylor et al. (2006), where increases
were said to often overwhelm which was the case for one volunteer.
The breakdown of personal factors by Crawford and Godbey (1987) are difficult to apply to
this setting since there were few respondents who had left the organisations, meaning that
the data has a limited application.
The Brook had all of the reasons around the management programme cited as reasons for
leaving, whilst BBBS had no volunteers leaving for this reason. Instead, BBBS reasons were
predominantly around matches with a young person being closed or coming to an end.
This is interesting to observe. It may in part be due to the fact that volunteers at BBBS are
committed as they are required to spend time mentoring each week. Along with this, many
feel attached to their little person as they can see how they are helping them develop.
However, volunteers at the Brook are in a sense more sporadic, with no set schedule of
when an individual must undertake their volunteer tasks. They can come and go as they
please. Due to this, there may be only an attachment to the mission of the organisation,
which can be contrasted to BBBS. Disagreement with the way the organisation is heading
may be a contributing factor to leaving the organisation, as there is no emotional
attachment to someone they feel they are letting down.
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DEMOGRAPHICS
AGE
The organisations were completely different in the sense of their age break down. The 65+
year age group had the most responses at the Brook but the least at BBBS. This is very
interesting considering that the two common motivation groups were the same for each
organisation. Because of this, there is reason to believe that age groups may not necessarily
influence motivating factors.
A point that could warrant future investigation surrounds age group motivations. In
particular, one would assume that younger volunteers would be motivated in some form by
career enhancement. However, of the eight respondents who were under 35 years of age,
there was not strong support for career statements. This may suggest that altruistic
motivating factors are more important to volunteers.
EMPLOYMENT
It is interesting to observe that those who are in some form of employment made up the
majority of respondents. One would assume that if you were unemployed, you would be
looking for things to fill your time with and give something back to the community.
However, from this research it was apparent that those who have the least spare time are
the most likely to volunteer, other than those who are retired. There was only one
individual who was unemployed. Support can therefore be given to the research that
Holmes et al. (2013) conducted, which found that those who are employed are more likely
to volunteer than those who are unemployed.
Using a larger sample through more organisations would be an interesting way to determine
if this was common across the region. It may be more apparent in some organisations over
others due to different organisational goals.
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RECOMMENDATIONS
BROOK SANCTUARY
 Provide a training evening for those out in the field especially. Maybe a basic talk on
outdoor first aid from a volunteer, or otherwise approach a third party to see if they
were willing to donate their time.
 Provide job descriptions for volunteers to understand their role in the organisation.
 Increase stores of replacement materials, especially traps and bait. Approach local
businesses for sponsorship.
 Provide up to date information of the project that can be given to the public at the
visitor centre.
 Take on board feedback from volunteers that are in the field. Actually act on ideas if
they are possible.
 Employ someone who can act as a designated volunteer co‐ordinator to act as an
intermediary between volunteers and staff. It was also advised that volunteers
should be able to contribute to the planning of this individuals role. This individual
could then consult volunteers on the suitability of volunteering times to see if they
are currently appropriate.
 Have a volunteer recognition programme, where volunteers within each team
nominate individuals to be recognised for their efforts. Letters of thanks or public
events could be used, depending on the individual at hand.
 Where possible take on volunteer feedback in regards to improvement. This is due
to the fact that these individuals are experiencing the day to day running of the
organisation and have experience as to what works and what may not.
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BIG BROTHERS BIG SISTERS NELSON
 Provide training on communicating with teenagers. This could be done formally at a
volunteer information evening. Otherwise a social gathering could be held for
volunteers to catch up with one another and share ideas of how to improve their
matches. Purely social events for mentors have not been conducted in the past so it
would be interesting to hold a ‘trial’ one to see what the response was. This could
also be trialed in relation to celebrating an organisational anniversary.
 The feedback from the volunteers was very positive, indicating that from those who
responded, the volunteer management is proving to be a success. This could be seen
to indicate that what BBBS is doing is working.
 Volunteers appreciate the staff being able to help and value being able to talk to
them as required. A continuity in the staff would enhance this even more.
It is acknowledged that the financial feasibility of a suggestion must be considered, but if a
suggestion is not possible it would be advisable to communicate with volunteers the
reasons for it not being possible. There is always the possibility that a volunteer may have
an innovative way to solve a problem, either through providing training free of charge or
having contacts that may be willing to donate their services to do so.
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CHAPTER SIX: CONCLUSIONS
This research paper has attempted to identify motivating factors for volunteers and areas in
need of improvement in relation to the volunteer management programme at two not for
profits in the Nelson region. It has not answered ‘how’ an understanding of motivational
factors can help to reduce turnover due to time constraints.
Three aspects of volunteering have been researched including joining the organisation,
staying with an organisation and leaving an organisation.
Many of the findings in the literature reviewed were supported by the current findings
results.
From the questionnaire, aspects of the management programme that volunteers perceive
to need improvement have been identified. These include training, access to resources and
increased communication channels.
JOINING THE ORGANISATION
‐ Both organisations have similar volunteer profiles. Specifically, the VFI created by Clary et
al. (1992) aligned with statements in the research to discover that the volunteers are
predominantly value and understanding based.
‐ The volunteer types with the least resonance were career and protective based. In regards
to career motivations, this was predominantly the case even for younger volunteers.
STAYING IN THE ORGANISATION
‐ Volunteer programmes have to date not been tailored to different volunteer motivation
types.
‐ Both organisations had satisfied volunteers, with BBBS volunteers expressing more positive
results when compared to the Brook. Because of this, there were few suggested
improvements from volunteers.
‐ Each organisation uses different tools in regards to retention, with BBBS appearing to
understand their volunteer needs very well.
‐Job descriptions have only been used at BBBS, but the Brook is looking to introduce them
once a volunteer co‐ordinator has been employed. Both organisations have strong ratings in
regards to feelings of belonging, which a part of has been linked to the use of job
descriptions. The research can therefore not fully support this proposition, as more research
would be required specifically in relation to job descriptions and their usefulness.
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‐ Volunteers at the Brook have expressed feelings of disillusionment due to their ideas being
listened to but not necessarily acted on. Additionally, training was identified as an
improvement for the Brook, which would assist the two way contract of volunteering.
However co‐ordinators expressed this was not financially feasible in relation to significant
courses for many. Replacement resources were also highlighted as an area for
improvement in regards to in the field work.
‐ Co‐ordinators on the whole had a very thorough understanding of those who support the
organisation.
LEAVING THE ORGANISATION
‐ Volunteers were found to leave the organisations for two main groups of reasons; personal
and organisational. This supports the literature on volunteering. Personal factors cannot be
avoided by an organisation but organisational factors can be considered for the future.
LIMITATIONS
The overall research question would have been answered more fully if the following had
been available:
 A longer time frame would have allowed a more in depth analysis.
 Increasing the amount of organisations that received the questionnaire would have
improved the reliability of the results. Along with this, there would have been a
more representative overview of the volunteers in Nelson due to the plethora of
volunteer groups. Sports volunteers have not been included, which would have been
an interesting aspect to look into.
 In grouping the motivating statements in different types, a conclusive answer is
difficult to reach as there is sometimes a mixed response in a category.
 Even though there were 76 respondents, not all of these individuals filled out all
questions as they were not mandatory.
 The questionnaire and research method was tailored to be suitable for those over 18
years of age to reduce problems around consent of minors. However, including these
younger volunteers could change the motivations of volunteers significantly,
especially in regards to career and socialisation aspects.
 Access to volunteers at BBBS who were no longer currently volunteering. This would
have provided an insight into volunteer management practices that may not have
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been satisfactory for those who left. In turn there then would have been an
opportunity for comparisons between the two organisations.
 Going back to the organisations with the results from the questionnaire to see if they
agreed with the findings in regards to improving the volunteer management
programmes. Would the suggestions be viable in reality?
FUTURE RESEARCH
 Research more organisations in the region to see if the values and understanding
statements are still the most resonant. Use these organisations to further look into
age groups and their motivations.
 Take the findings back to the organisations and interview co‐ordinators to see if the
discrepancies can be bridged. For example, can more resources be provided? If no,
how can we communicate that this is difficult to achieve at the moment?
 Look specifically at understanding and value groups‐ what motivates them and what
do they like in a volunteer management programme.
 Determine if there is a more recent and sociological similar motivational model to
apply, such as from Australia.
 Investigate cultural aspects to look at the results between New Zealand, Australia,
England, Ireland and Scotland more closely.
 Change consent forms to state that other students had access to Survey Monkey.
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A Human Resource Management Approach. Sport Management Review , 141‐163.
Einolf, C. (2009). Will the Boomers Volunteer During Retirement? Comparing the Baby Boom, Silent, and Long
Civic Cohorts. Nonprofit and Voluntary Sector Quarterly , 38 (2), 181‐199.
Farmer, S., & Fedor, D. (1997). Volunteer Participation and Volunteer Turnover: The Role of Satisfaction,
Expectations and Organizational Support. Academy of Management Proceedings , 380‐384.
Finkelstein, M. A. (2008). Volunteer Satisfaction and Volunteer Action: A Functional Approach. Social Behavior
and Personality , 36 (1), 9‐18.
Gage, R. L., & Thapa, B. (2012). Volunteer Motivations and Constraints Among College Students: Analysis of the
Volunteer Function Inventory and Leisure Constraints Models. Nonprofit and Voluntary Sector Quarterly , 41
(3), 405‐430.
Grant, A. M. (2012). Giving Time, Time After Time: Work Design and Sustained Employee Participation in
Corporate Volunteering. Academy of Management Review , 37 (4), 589‐615.
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Guba, E. G., & Lincoln, Y. S. (1994). Competing Paradigms in Qualitative Research. In N. K. Denzin, & Y. S.
Lincoln, Handbook of Qualitative Research (pp. 105‐117). Thousand Oaks, California, United States of America:
Sage.
Holmes, K., Lockstone‐Binney, L., & Deery, M. (2013). Constraints Across the Volunteer Life Cycle: Implications
for Australian Tourism Organisations. Tourism and Global Change: On the Edge of Something Big (pp. 335‐350).
Christchurch: Lincoln University.
Kim, M., Chelladurai, P., & Trail, G. T. (2007). A Model of Volunteer Retention in Youth Sport. Journal of Sport
Management , 151‐171.
Locke, M., Ellis, A., & Smith, J. D. (2003). Hold on to what you’ve got: the volunteer retention literature.
Voluntary Action , 5 (3), 81‐99.
Lulewicz, S. J. (1995). Training and Development of Volunteers. In T. D. Connors, The Volunteer Management
Handbook (pp. 82‐102). New York, United States of America: John Wiley & Sons.
Maguire, H. (2003). The changing psychological contract: challenges and implications for HRM, organisations
and employees. In R. Wiesner, & B. Millett (Eds.), Human Resource Management. Challenges and Future
Directions (pp. 87‐103). Australia: John Wiley and Sons.
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Journal of Emergency Management , 20 (4), 3‐5.
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Management Handbook (pp. 13‐35). New York, United States of America: John Wiley & Sons.
Mesch, D. J., Tschirhart, M., Perry, J. L., & Lee, G. (1998). Altruists or Egoists? Retention in Stipended Service.
Nonprofit Management & Leadership , 9 (1), 3‐21.
Newton, C., Becker, K., & Bell, S. (2014). Learning and development opportunities as a tool for the retention of
volunteers: a motivational perspective. Human Resource Management Journal , 514‐530.
Peach, E. B., & Murrell, K. L. (1995). Reward and Recognition Systems for Volunteers. In T. D. Connors, The
Volunteer Management Handbook (pp. 222‐243). New York, United States of America: John Wiley & Sons.
Peachy, J. W., Lyras, A., Cohen, A., Bruening, J. E., & Cunningham, G. B. (2014). Exploring the Motives and
Retention Factors of Sport‐For‐Development Volunteers. Nonprofit and Voluntary Sector Quarterly , 1052‐
1069.
Rochester, C., Ellis Paine, A., & Howlett, S. (2010). Volunteering and Society in the 21st Century. Basingstoke:
Palgrave Macmillan.
Rubin, H. J., & Rubin, I. S. (2012). Qualitative Interviewing: The Art of Hearing Data (Third ed.). USA: Sage
Publications.
Saksida, T., & Shantz, A. (2014). Active Management of Volunteers: How Training and Staff Support Promote
Commitment of Volunteers. Academy of Management Proceedings , 1‐6.
Saunders, M., Lewis, P., & Thornhill, A. (2009). Research methods for business students (5th ed.). Harlow,
Essex, England: Prentice Hall.
Shin, S., & Kleiner, B. H. (2003). How To Manage Unpaid Volunteers in Organisations. Management Research
News , 63‐71.
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Statistics New Zealand. (1999). A Regional Profile Nelson. Wellington: Statistics New Zealand.
Statistics New Zealand. (2006). Identifying Non‐Profit Institutions in New Zealand. Statistics New Zealand.
Tasman District Council. (2013, August 12). Tasman District in Brief. Retrieved March 20, 2015, from Tasman
District Council: http://www.tasman.govt.nz/tasman/settlements/demographics/tasman‐district‐in‐brief/
Taylor, T., Darcy, S., Hoye, R., & Cuskelly, G. (2006). Using Psychological Contract Theory to Explore Issues in
Effective Volunteer Management. European Sport Management Quarterly , 123‐147.
Treuren, G. (2009). The associative‐supportive motivation as a factor in the decision to event volunteer.
Leisure/Loisor , 33 (2), 687‐711.
United Nations. (2003). Handbook on Non‐Profit Institutions in the System of National Accounts. New York:
United Nations.
Veal, A. J. (2005). Business research methods: a managerial approach. Frenchs Forest, Australia: Pearson
Education Australia.
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APPENDIX A: QUESTIONNAIRE, INCLUDING INFORMATION/CONSENT SHEET
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APPENDIX B: CODING LIST FOR THE VOLUNTEER FUNCTION INVENTORY ‐ CLARY ET AL.
(1992)
Social
I volunteer because my friends volunteer
I volunteer to meet new people
Value
I feel that it is important to help others
I felt it was my duty
Volunteering fulfills my moral principles
It helps me make a difference
There is a congruence between my values and the values of the organisation
Career
I can progress my career through volunteering
Volunteering will look good on my CV
Understanding
I can learn more about the cause for which I am working
Volunteering helps me gain a new perspective
I wanted to learn something new
Protective
Volunteering helps me through my personal problems
Volunteering makes me feel less lonely
Esteem
Volunteering makes me feel needed
Volunteering increases my self esteem
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APPENDIX C: STUDENT RESEARCH PLAN

INSTRUCTIONS Students: Discuss your research plan with your supervisor. Complete the form below by filling in the white boxes, save and email to your supervisor for review. Do not send a paper copy. If you have any questions discuss with your supervisor. Supervisors: Ensure you are happy with the completed student form. Follow the instructions in the red box at the bottom of the form. Pay particular attention to the ethics category selected and ensure this is appropriate. Once happy save the form and email this to [email protected]. Do not send a paper copy. GENERAL INFORMATION
Student Name: Year:
Megan Hansen	2015
Supervisor: Programme:
Sam Young	Applied Business
PROJECT DETAILS
Project Title:
How can an understanding of drivers in volunteer retention help not for profit organisations in the Nelson Tasman region lower their volunteer turnover?

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Collaborators: LIST ANY COLLABORATORS AND THEIR AFFILIATIONS. N/A IF THERE ARE NO COLLABORATORS
N/A
Timeline: Date you did start or expect to start and the date you expect to finish this research project.
Start Date:	23/02/2015	Finish Date:	15/06/2015
Summary: PROVIDE A BRIEF SUMMARY OF THE RESEARCH PROJECT TO BE UNDERSTOOD BY A NON‐EXPERT. Include your research question or hypothesis:
The research project is being conducted to help local not for profit organisations determine how they can improve the retention of volunteers. This is a current management issue due to people being busier day to day, along with not for profits receiving less funding to support their cause. Volunteers play an integral role within society and are invaluable resources. Since volunteers are not employees to an organisation, they have no contractual obligation to provide their services. This raises an interesting question about why volunteers actually provide their services, which includes motivational factors such as training and development along with socialisation. The question being answered is ‘ How can an understanding of drivers in volunteer retention help not for profit organisations in the Nelson Tasman region lower their volunteer turnover?
Objectives OUTLINE YOUR (SMART; SPECIFIC, MEASURABLE, ATTAINABLE, RELEVANT, TIME‐BOUND) RESEARCH OBJECTIVES YOU HOPE TO ACHIEVE. (STATUS TO BE FILLED OUT IN THE FUTURE WHEN ASSESSING RESEARCH). Objective Status
1	Identify current retention policies in relation to not for profits	Not Completed
2	Identify important factors that influence a volunteers decision to leave or stay	Not Completed
3	Discover if the opinions of volunteer co‐ordinators are congruent with that of volunteers in regards to retention	Not Completed
4	Make recommendations for the not for profits in question to help retain volunteers.	Not Completed
5	Click here to enter text.	Choose an item.

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Research Design and Methodology Provide a brief description of the design and methodology used appropriate to your research objectives.
To gain a background understanding of the research that has been conducted in the past, secondary information will be gathered through a literature review. This will be done through the use of online data bases such as Emerald Insight, Business Source Premier and Scopus, along with books. Additionally, to gather information from local not for profits questionnaires of volunteers and interviews of not for profit volunteer co‐ordinators will be completed. Questionnaires will be distributed online through Survey Monkey to reach those that have internet access, whilst tea and biscuit sessions and mail questionnaires will also be held for those that do not have internet access. Questions will be asked around demographics, along with using likert scales to judge the importance of different factors such as training and development. Questionnaires will be kept to a size that is appealing to complete whilst still gathering useful information. There will be some optional open questions to gather more detail. Interviews will be open questions for the volunteer coordinators to express their opinions about volunteer management. They will be kept short, at around 45 minutes.
ETHICS For guidance on research ethics please read the NMIT Code of Ethical Conduct for Research or talk your supervisor. Instructions below are not a comprehensive guide, but briefly: Category A ethical approval is needed if your research project involves any of the following: 1. Collecting identifiable information, except where information is needed for a limited time for practical purposes but which is unlinked from research data and destroyed once details are no longer needed; 2. Taking or handling any form of tissue or fluid from research participants; 3. Any form of physical or psychological stress to participants; 4. The safety of participants or researchers is put at any risk; 5. Administration of food, fluid or drug to research participants; 6. A potential conflict of interest; 7. Participation of minors or vulnerable individuals; 8. Any form of deception; 9. Projects involving animals (this will be forwarded onto the NMIT Animal ethics committee). Category B approval is needed for all other projects if working with human participants. Exempt projects do not require ethical approval if involving existing, publically available data.
What ethics category is your research?	Category A
If Category A or B complete the following section ethical questions. If questions do not apply enter N/A. If no ethical approval is required save this form and email to your supervisor.

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Participant Involvement: PROVIDE DETAILS ON ALL PARTICIPANT INVOLVEMENT. HOW WILL PARTICIPANTS BE CONTACTED AND RECRUITED? WHAT WILL PARTICIPANTS WILL BE ASKED TO DO AND HOW OFTEN? WHAT INFORMATION WILL THEY WILL BE REQUIRED TO PROVIDE AND HOW OFTEN?

Volunteers will be contacted through the not for profit organisation in question, including the Brook Waimarama Sanctuary, Big Brothers Big Sisters and Sport Tasman. There will be an email sent to volunteers explaining the research and asking them to complete a questionnaire if they wish to do so. There will only be one questionnaire conducted, with a reminder email sent a week after distribution. Additionally, if there are any volunteer events the researcher will introduce themselves and the project. Tea and biscuit sessions will be used to promote the questionnaire for those that do not have email. Attendance will be voluntary, and information gathered will still remain anonymous as the researcher does not know volunteers on a name to name basis. Information gathered in the questionnaire will revolve around motivations for the volunteer, along with why they continue volunteering. There will also be information gathered on the demographics of the individual. Interviews will be conducted through the organisation in question, with the researcher going to the organisations office. Interviews will occur once or twice for each individual. Information that is gathered from interviewees will revolve around current volunteer management practices that are in place, and perceptions that the co‐ ordinator may have in regards to retention. All participants will be told that participation is voluntary.

Informed Consent: DETAIL HOW YOU WILL OBTAIN INFORMED CONSENT FROM PARTICIPANTS. PROVIDE A COPY OF YOUR INFORMED CONSENT FORM AND/OR DISCLAIMER TO YOUR SUPERVISOR. HAVE YOU CLEARLY OUTLINED PARTICIPANT’S RIGHTS TO WITHDRAW FROM THE STUDY?

All questionnaires will have a copy of the informed consent form attached which includes rights and obligations (including right to withdraw). Interviewees will be asked whether they are willing to be interviewed. There are volunteers at Big Brothers Big Sisters Nelson who are under 18 years of age. They will be excluded from receiving the questionnaire by the volunteer coordinator only providing email addresses for those who volunteer on the adult programmes.

Procedures to share information with participants: HOW WILL YOU DISSEMINATE YOUR RESEARCH FINDINGS TO PARTICIPANTS?

A summary of the findings of the questionnaire will be available to volunteers at the office of the organisation. For the organisations, there will be a copy of the findings along with any recommendations about how to improve their volunteer retention.

Anonymity and confidentiality: HOW WILL YOU PROTECT PARTICIPANT’S IDENTITY AND PERSONAL INFORMATION? WILL IDENTIFYING DATA BE DE‐LINKED? PROVIDE DETAILS ON DATA STORAGE AND SECURITY, RETURN, DISPOSAL OR DESTRUCTION OF IDENTIFYING DATA.

Questionnaire participants will not have their name attached to their response. Questions will also be generic to avoid identification to a specific person. The questionnaire will be conducted online through Survey Monkey. Additionally, those that have no internet access can elect to complete a postal survey. The return envelope and physical survey will not have their details attached. However, broad information around demographics such as gender and age range will be asked. Tea and biscuit sessions

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will involve volunteers dropping in to complete the questionnaire and placing it in a box when completed. Questions will not be overly personal. Interviewees will be referred to generically as a volunteer co‐ordinator to prevent identification. Data will be stored on the researchers laptop along with a recording device if the interviewees consent. The laptop is password protected. Once notes have been taken from the recordings, at the end of the project the file will be deleted. Additionally, data will be stored on an online cloud server as a backup. This account is also password protected. Any physical survey responses and hand written notes from interviews will be kept in a secure location at the researchers house. They will be destroyed once the project is completed.

Supervision: DETAIL THE SUPERVISION YOU WILL NEED AND RECEIVE FOR THIS RESEARCH PROJECT.

Sam Young will be my supervisor throughout the research project.

Potential Harm: OUTLINE ANY POTENTIAL HARM TO PARTICIPANTS, RESEARCHERS OR NMIT AND PROVIDE DETAILS ON HOW THIS WILL BE MANAGED AND/OR MITIGATED.

Confidentiality and anonymity are key. There will be no way to trace respondents of the questionnaire. The volunteer co‐ordinators in question will be consulted prior to finalising the research report to ensure that they are still comfortable being identified by position and not name. If they do not want comments attributed but still included within the report, they will be included in an anonymous manner.

Deception: DETAIL ANY DECEPTION, THE NEED FOR THIS, HOW THIS WILL BE MANAGED AND HOW PARTICIPANTS WILL BE DEBRIEFED.

N/A

Vulnerable Participants: WILL YOUR RESEARCH INVOLVED CHILDREN OR VULNERABLE PARTICIPANTS? PROVIDE DETAILS ON HOW INFORMED CONSENT WILL BE OBTAINED.

Big Brothers Big Sisters has volunteers who are under 18 years of age. However, for the purposes of this research, the only volunteers that will be questioned are adults and the ‘school based teen’ programme will be excluded due to the time constraints.

Cultural Sensitivity: RESEARCHERS MUST ENSURE THAT THEIR ACTIONS ARE APPROPRIATELY SENSITIVE TO PARTICIPANTS’ CULTURAL AND SOCIAL FRAMEWORKS. DETAIL ANY ISSUES RELATING TO MĀORI AND OTHER CULTURES’ ETHICAL VALUES. HAS THERE BEEN A CONSULTATION PROCESS WITH THE COMMUNITY CONCERNED?

N/A

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Other Ethical or Legal Issues: ARE THERE ANY OTHER ETHICAL OR LEGAL ISSUES RELEVANT TO THIS RESEARCH? LIST ANY ISSUES YOU WOULD LIKE TO DISCUSS WITH THE NMIT RESEARCH AND ETHICS COMMITTEE.
‐
FOR SUPERVISOR USE ONLY
1 Do you approve of your students research project?	Choose an item.
If not, discuss with your student, suggest changes and ask them to resubmit the revised form to you.
2 Is this ethics application correctly categorised?	Choose an item.
3 If Category A email to [email protected]. Email
4 If Category B discuss with your PAL and provide an	Choose an item.
ethics approval decision. If not category B leave blank. 5 Once you have provided your decision email to [email protected]. This form will be manually uploaded to the Research Intranet site where it can be viewed. Email
FOR R&EC USE ONLY
Is this ethics application correctly categorised?	Choose an item.
R&EC ethics decision:	Choose an item.

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Email Supervisor and submit to SharePoint.
Email
Your/your student’s research project titled:
(See attached file)
Has been approved by the NMIT Research and Ethics Committee.
If you have any questions regarding this decision or the research plan please contact
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APPENDIX D: CONSENT FORMS‐ INTERVIEWS
Volunteer management in the Nelson region:
Informed consent for interview participants
1. I volunteer to participate in a research project for Megan Hansen as part of her research
project on volunteer management in the Nelson Region. I understand that my views and
opinions will be compared to volunteers to determine if our volunteer management
practices can be improved.
2. Participation in the research is purely voluntary. The responses will be confidential, with
the researcher knowing the identity of the participants. The interview will take roughly 45
minutes. The data collected will be recorded and notes will be taken during the interview.
Only the researcher and supervisor, Sam Young of NMIT, will have access to it.
3. At any time during the interview I can withdraw. If I feel uncomfortable at any stage I can
choose to decline to answer or end the interview.
4. Once the interview is completed, I can decide to withdraw my response. The data will be
securely stored and destroyed within 2 years of the research being conducted.
5. My responses will be collated to generate a report on the findings. References to a
‘volunteer co‐ordinator’ interview will be made throughout the report as opposed to
naming me to ensure confidentiality. A summary of the findings will be given to me on
completion of the report.
6. I have read this information, understand it and have asked any questions I have
7. I would voluntarily like to participate in an interview
8. I have been given a copy of this form
My signature Date
My name Signature of the researcher
For more information please contact Megan Hansen 027 460 5196