FACULTY OF SCIENCE

UNIVERSITY OF COPENHAGEN

Which factors determine the efficiency of a volunteer

program? Taking the perspective of 3 types of
Environmental Non-Governmental Organizations.

Maste s thesis )sófia Diá a Cse háti [ p ]

Academic Advisor: Iben Nathan

Department: Geoscience and Natural Resource Management

Submitted: 14.12.2014.
Cover photo: http://myventurepad.com/smallbizbee/186716/approach-team-building

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Preface
This thesis is submitted as part of the MSc in Nature Management (Landscape, Biodiversity
and Planning) at the Faculty of Science, University of Copenhagen, on the 14.12.2014. The
report counts 45 ECTS and is based on the data collected through interviews in Hungary and
Denmark from 11.07.2014 to 24.09.2014.

Zsófia Diána Cserháti

Bxp422
14.12.2014.

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Abstract
The aim of this study is to examine the Volunteer Management at seven Environmental Non-
Governmental Organizations. It explores the challenges and benefits of volunteer
i ol e e t fo usi g o the o ga izatio s pe spe ti e. I i estigated ho the adoptio of
Volunteer Management Practices can relate to the efficiency of a given volunteer program,
aiming to detect the common characteristics which relate to the volunteer program s
operation among the examined ENGOs.
It was found that a low level of Volunteer Management Practice does not necessarily lead to
an inefficient volunteer program; nevertheless, in all cases where the ENGOs adopted a
Volunteer Management Practice, it resulted to be advantageous. It is assumed that other
factors, such as the organizatio s ha a te isti s, can enhance a volunteer program s
performance and continuity. Organizations which lack certain parameters can address the
challenges by adopting Volunteer Management Practice.
The results of this study can be proved to be useful both for specifically the enhancement of
E i o e tal O ga izatio s a ti ities and for the volunteer management sector in general.
In this way, Non-Governmental Organizations can improve their programs to ensure that
both participating sides will benefit from the cooperation.

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Table of Contents
Figures ........................................................................................................................ 9
Tables ......................................................................................................................... 9
1 Chapter one: Introduction ................................................................................................ 12
1.1 Research Problem, the purpose of this study .......................................................... 12
1.2 Research Question ................................................................................................... 14
1.3 Sub-Research Questions........................................................................................... 14
1.4 Structure of the present study ................................................................................. 15
2 Chapter two: Literature Review ........................................................................................ 16
Introduction.............................................................................................................. 16
2.1 Definition of volunteering ........................................................................................ 16
2.2 Non-governmental organization with concern of Nature Conservation ................. 17
2.3 What is Volunteer Management? ............................................................................ 17
2.3.1 Why use Volunteer Management Practice?.................................................................. 17
2.4 Volunteer Management Practice ............................................................................. 20
Introduction.............................................................................................................. 20
2.4.1 Volunteer Management Cycle: Model of the Volunteer Management Program ......... 20
2.4.2 Volunteer Life Cycle ....................................................................................................... 26
Reflection – VMC and VLC ........................................................................................ 28
2.5 A e the Volu tee s Moti atio a d “atisfa tio ‘elated to Co it e t? ........... 29
Introduction.............................................................................................................. 29
2.5.1 Motives .......................................................................................................................... 29
2.5.2 Satisfaction .................................................................................................................... 34
2.5.3 The Commitment is affected by other factors as well .................................................. 37
Reflection - Volunteer motivation, satisfaction, commitment ................................ 39
2.6 Costs and Benefits – Does it worth to invest in volunteer program? ...................... 41
2.6.1 What are the Barriers and Challenges of Conducting a Volunteer Program?............... 41
2.6.2 What are the Benefits of Voluntarism for the Organization? ....................................... 44
2.6.3 How the Environmental Protection Sector Benefit from voluntarism? ........................ 45
Reflection – Costs and Benefits of voluntarism ....................................................... 46
3 Chapter three: Introduction for the NGOs included in the study and data collection was
used .......................................................................................................................................... 47
3.1 Selected Environmental Non-Governmental Organizations .................................... 47
3.2 Data collection method used in the research .......................................................... 49

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 Introduction.............................................................................................................. 49
3.2.1 The reason of starting this research .............................................................................. 49
3.2.2 Literature ....................................................................................................................... 50
3.2.3 Research design ............................................................................................................. 50
3.3 Interview types – Semi structured interview ........................................................... 52
Analysis of the interviews ........................................................................................ 52
3.4 Transferability .......................................................................................................... 52
3.5 Validity and Reliability .............................................................................................. 53
3.6 Strengths and limitations ......................................................................................... 54
4 Chapter four: Result and Analysis ..................................................................................... 56
4.1 Planning and Preparing ............................................................................................ 57
4.2 Recruitment .............................................................................................................. 58
4.3 Induction, Training ................................................................................................... 58
4.4 Work, Supervision .................................................................................................... 59
4.5 Review and development ......................................................................................... 63
4.6 ENGOs depe de o olu tee s ......................................................................... 65
4.7 Challenges, barriers, cost ......................................................................................... 65
4.8 Benefits..................................................................................................................... 67
4.9 Additional emerging topics ...................................................................................... 68
4.9.1 Is there any cooperation between ENGOs relating to volunteer program? ................. 68
4.9.2 How much the volunteer work contribute in Natural Resource Management for
Conservation according to the examined ENGOs? ....................................................................... 69
4.9.3 Why does the ENGO works with volunteers? ............................................................... 69
4.9.4 The Volunteer Management at the organization.......................................................... 70
4.9.5 The future of the voluntarism ....................................................................................... 72
5 Chapter five: Discussion .................................................................................................... 73
5.1 Which are the challenges of conducting a volunteer program? .............................. 74
5.1.1.1 Lack of Human resource ............................................................................................ 75
5.1.1.2 Lack of time ............................................................................................................... 75
5.1.1.3 Coordination of volunteers – independent volunteers ............................................. 75
5.1.1.4 Lack of knowledge, experience in the environmental sector ................................... 76
5.1.1.5 Financial cost ............................................................................................................. 76
5.1.1.6 Di e sit of olu tee s pe so alit a d k o ledge ................................................. 76
5.1.1.7 Lack of knowledge about the net benefit of volunteer involvement........................ 76
5.1.1.8 The process of Nature Conservation increases ......................................................... 77

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 5.1.1.9 Age of volunteers ...................................................................................................... 77
5.1.1.10 The mission, subject of the ENGO ......................................................................... 77
5.1.1.11 Reputation of the ENGO ........................................................................................ 77
5.1.1.12 Experience of the ENGO with volunteers .............................................................. 78
5.1.1.13 ENGOs depe de o olu tee s ....................................................................... 78
5.1.1.14 Lack of knowledge or experience in human resource management .................... 78
5.1.1.15 Recruitment ........................................................................................................... 79
5.1.1.16 Unreliability of volunteer commitment................................................................. 80
5.1.1.17 The level of Volunteer involvement, the intensiveness of the volunteer program
80
5.1.1.18 Volu tee s eha iou a d skills ........................................................................... 81
5.1.1.19 Volunteer job type ................................................................................................. 82
5.1.2 Benefits of voluntarism ................................................................................................. 84
5.1.3 Two model of the volunteer involvement evaluation ................................................... 90
5.2 Does adaption of the Volunteer Management Practice assists enhancing the
olu tee p og a s effi ie ? .......................................................................................... 91
5.2.1 Satisfy volunteers or achieve objectives? Can the ENGOs attain both? ....................... 92
5.2.1.1 Relationship with other, Team building .................................................................... 93
5.2.1.2 Volunteer job type ..................................................................................................... 94
5.2.1.3 Doing a worthwhile work, follow up the project ...................................................... 94
5.2.1.4 Independency, responsibility and empowerment .................................................... 95
5.2.1.5 Learning, self-development....................................................................................... 96
5.2.1.6 Project organization .................................................................................................. 97
5.2.2 The two model of Voluntarism – can it be used for evaluation and improvement? .... 97
5.3 Can the characteristic of an ENGO affect the efficiency of the volunteer program?
100
5.4 Which factors determine the efficiency of a volunteer program? ........................ 104
5.4.1 Suitable volunteer Job type ......................................................................................... 107
5.4.2 Doing worthwhile work ............................................................................................... 107
5.4.3 Independency of volunteers........................................................................................ 108
5.4.4 ENGOs depe de o olu tee help ...................................................................... 108
5.4.5 Level of volunteer Involvement................................................................................... 109
5.4.6 Learning ....................................................................................................................... 109
5.4.7 Project organization .................................................................................................... 109
5.4.8 Experience of the ENGOs with volunteers .................................................................. 110
5.4.9 Reputation ................................................................................................................... 110

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 5.4.10 The mission of the ENGO............................................................................................. 111
5.4.11 Relationship with others, community ......................................................................... 111
6 Chapter six: Conclusion ................................................................................................... 114
7 References ...................................................................................................................... 116
8 Appendix ......................................................................................................................... 120
8.1 Volunteer Management tasks ................................................................................ 120
8.2 Interview questions ................................................................................................ 120

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Figures
Figure 1. The structure of this study, using the framework of the Volunteer Management
Cycle (elaborated from the VMC CIB, 2000) ............................................................................ 15
Figure 2. Why use Volunteer Management Practice (elaborated from (Silverberg et al., 2002;
Bussell & Forbes, 2003; CIB, 2000; Donald, 1997; Graham, 2004; Hager & Brudney, 2004ab;
Kempton, 1980; Ryan et al., 2001) ........................................................................................... 19
Figure 3. Volunteer Management Cycle (based on CIB, 2000) ................................................ 20
Figure 4. Overlapping of Volunteer Management Cycle and Volunteer Activity (elaborated
from the VMC model)............................................................................................................... 23
Figure 5. The VMC and the related management task (elaborated from the VMC model (CIB,
2000)......................................................................................................................................... 26
Figure 6. Volunteer Life Cycle (based on Bussell & Forbes, 2003) ........................................... 27
Figure 7. The model which shows how the Cause-indicator, Effect-indicator and Organization
outcome relate to each other (from Silverberg et al., 2002) ................................................... 35
Figu e . Co e ti it et ee fa to s, olu tee s satisfa tio , o it e t a d
o ga izatio s out o e i spi ed “il e e g et al., a d the lite atu es used i
chapter 2.5) .............................................................................................................................. 39
Figure 9. The Volunteer Management Cycle (based on CIB, 2000) ......................................... 56
Figure 10. Darts board of the public from the recruitment approach (based on DN pers.
comm., 2014) ........................................................................................................................... 80
Figure 11. How the Volunteer Management Cycle, the Volunteer Life Cycle and the Project
Cycle connect and depend on each other (inspirited by model of CIB, 2000 and Bussel &
Forbes, 2003) ............................................................................................................................ 92
Figure 12. How the Volunteer Life Cycle and the Volunteer Management Cycle connect to
each other (inspiration from the two model VLC and VMC (Bussel & Forbes 2003; CIB, 2000)
.................................................................................................................................................. 98
Figure 13. Demonstration how the factors connected to each other. The factors in blue
squares have effect on the volunteer satisfaction and commitment. (Constructed from the
interviews and literature used in this study). ........................................................................ 113

Tables
Ta le . The su a of the olu tee s oti atio olle ted f o the a o e e tio ed
literature and categorized. ....................................................................................................... 32
Table 2. Factors affecting the volunteer satisfaction (the factors with bold letters mean they
have significant effect), (the categories elaborated from the literature indicated in the table)
.................................................................................................................................................. 36
Table 3. Factors affecting the volunteer commitment elaborated from (Martinez & McMullin,
2004; Ryan et al., 2001; Silverberg et al., 2002; Lynch & Smith, 2010; Hager & Brudney,
2004b;2011) ............................................................................................................................. 38
Table 4. The selected ENGOs and interviewees, the time and place of the interviews .......... 47
Table 5. The examined ENGOs categorized by their level of volunteer investment and
number of volunteers (constructed with Iben Nathan). .......................................................... 48
Table 6. Organizations dependency of volunteer help (based on the interviews) .................. 49

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Table 7. The organizations types (constructed with Iben Nathan) .......................................... 57
Table 8. The organizations' dependency on volunteers (constructed from the interviews). .. 65
Table 9. The barriers and challenges of conducting volunteer program categorized into
nature and nurture type (based on Hager & Brudney (2011) and constructed from the
interviews) ................................................................................................................................ 83
Table 10. The benefits of voluntarism from the organizations' perspective (constructed from
the interviews) ......................................................................................................................... 87
Table 11. Benefits of voluntarism categorized into nature and nurture type (based on Hager
& Brudney (2011), constructed from the interviews) .............................................................. 88
Table 12. The benefits and challenges of volunteer involvement for the ENGOs (constructed
from the interviews) ................................................................................................................. 89
Table 13. The main features of the Environmental Volunteering (constructed by the above
mentioned literature and the interviews).............................................................................. 103
Table 14. The organizations types depending on their level of investment and volunteer
number ................................................................................................................................... 104
Table 15. The important characteristics of the ENGOs and factors may relate to the volunteer
program (constructed from the interviews and the ENGOs' websites)................................. 105

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Acknowledgement
I would like to thank all who contributed in the completion of the thesis.
First, I would like to express my gratitude to my supervisor, Iben Nathan for her excellent
guidance, patience and invaluable constructive criticism through my thesis.
I am also deeply thankful to the interviewees who so graciously agreed to take part in this
thesis: Alexa Antal, Klára Kiss, László Kincses, Marie-Louise Olsen, Nick Leyssac, Norbert
Schmidt and Zsuzsanna Papp. I am sincerely grateful to them to take time for the interview
and for sharing their truthful views on a number of issues related to the project.
A would also like to thank to Luis Morales for his guidance, encouragement and
recommendation for the thesis. Many thanks to Frank Smith for hosting me at his
organization and shared his knowledge and experience.
And I give deep thanks to my friends who supported me, especially to my best friend who
helped me and to my family, they were always encouraged me.

Acronyms
ENGO - Environmental Non-Governmental Organization
VLC – Volunteer Life Cycle
VM - Volunteer Management
VMC - Volunteer Management Cycle
VMP – Volunteer Management Practice

Glossary of term used

Volunteer Management: The activity of involving volunteers.
Volunteer Management Practice: A standard for volunteer management, organizing the
volunteer program in a systematic way.
Coordinator or Manager: A person who responsible for the volunteers.
Paid members or staff: The paid employees of the organization.
Environmental Protection or Natural Resource Management for Conservation: Activities
and/or project of the organization which aim to protect, preserve or improve the
environment in local or global level.

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1 Chapter one: Introduction

The increasing concern about the environment motivates people to take activity in day-to-
day life in the form of recycling and energy saving, while others wish to take more active role
such as volunteering Hu te , ; O B ie , To se d, & E de , . The everyday
behaviour of people is highly important to achieve sustainability, but the role of voluntarism
is not negligible (Ryan et al., 2001). Volunteers contribute in Environmental and Nature
Protection through their activity, i.e. practical work, awareness raise, education and
promotion of pro-environmental behaviour O B ie et al., ; ‘ a et al., .
As stated by Ryan et al. (2001), the environmental movement would not exist without the
help of thousands of dedicated volunteers p. . Many Environmental Non-Governmental
Organizations and/or environmental protection projects rely on the volunteers help to
accomplish their goals O B ie et al., ; ‘ a et al., . Several ENGOs struggling with
fi a ial issues el o the to o e o e this a ie a d a out task hi h the ould t
afford otherwise. With the assistance of volunteers, ENGOs extend their capacity; they are
able to operate the organization and undertake several tasks which are crucial for a project s
accomplishment O B ie et al., ; ‘ a et al., . However, an investment in
Volu tee P og a s e ui es a pa t of the o ga izatio s esou es itself (Lough et al., 2011).
ENGOs play a major role in the environmental protection (Chakhaiyar, 2010) and most of
them depend on volunteers (Ryan et al., 2001). So it is interesting to examine how this
relationship works and the volunteers o k translates into the Conservation of Natural
Resources, which factors may enhance the success of this cooperation and whether the
adoption of Volunteer Management Practices result in an enhanced efficiency of the
volunteer program.

1.1 Research Problem, the purpose of this study

The organization can lessen the cost of volunteer program by increased commitment rate. A
high volunteer retention rate can diminish the cost of volunteer programs since the
organizations use less resources on training and recruitment (Ryan et al., 2001). Therefore,
organizations prefer a high number of committed volunteers and seek to increase the
retention of the latter (Ryan et al., 2001).
Several studies have examined the factors which affect volunteer satisfaction and
commitment (Gidron, 1983; Silverberg et al., 2002; Galindo-Kuhn & Guzley, 2001; Miles et
al., 1998); organizations aiming to satisfy volunteers benefit more, due to the higher
retention rate (Ringer, 1996; Hager & Brudney, 2004b; Ryan et al., 2001). Adaption of
Volunteer Management Practices increases the olu tee s satisfaction and hence the
commitment (Hager & Brudney 2004b; CIB, 2000). Organizations may invest in volunteer
programs in various ways and adopt the management practices in different levels, which
may have impact on the volunteer commitment (Hager & Brudney, 2004b). These studies,
however, do t o e deeply the subject from the organizations poi t of ie . The
Volunteer Management Practices require excessive effort from the organizations but this

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investment may not result the expected benefit. A more thorough analysis based on the
o ga izatio s pe spe ti e a e proven important, especially for ENGOs which lack
funding and cannot afford an investment on volunteers.
Based on the aforementioned studies, the adoption of Volunteer Management practice
increases the commitment of volunteers; there is, however, less information about the
experience of the organizations which adopted Volunteer Management Practice and how it
affected their operation. Assistance from volunteers is frequently considered as
advantageous for the organization, but it is not carefully examined (Lough et al., 2011).
Evaluations of volunteer involvement usually focus on the benefits while neglect the
challenges: a measure which takes into consideration both the benefits and challenges can
better reflect the progress of the volunteer program and therefore lead to a more reliable
assess e t of the p og a s effi ie (Hager & Brudney, 2005).
The appraisal of the volunteer involvement s efficiency is important in order to evaluate
whether the volunteer program distracts resources from the ENGO. The distraction of the
already limited resources may affect the performance of the organization, the Natural
Resource Management for Conservation. The a a e ess of the oope atio s possi le
out o e a lead to a safe de isio f o the o ga izatio s pa t a d the fulfil e t of thei
expectations. If the volunteer s involvement absorbs resources, the adoption of volunteer
management practice can assist in finding the balance and an effective way of the resource s
usage. As stated in CIB (2000), the Volunteer Management Practice aims to find the balance
et ee olu tee p og a a d o ga izatio s p og a , ensuring that both volunteers and
organization benefit from the cooperation (CIB, 2000).
I o de to a hie e a e aluatio of the olu tee p og a s effi ie , it is u ial to
identify which factors can affect it. Classifying these factors may help the organization to
locate their limitations and possibilities. Furthermore, understanding how the Volunteer
Management practice and other factors relate to the volunteer commitment can help the
organizations to predict the outcome of their investment and determine the level of
investment they can or wish to do in order to maintain or increase the volunteer
involvement. The volunteers can have positive or negative effect on the organization. They
may increase the organization capacity by providing work aid. On the other hand, they may
pose a challenge because of the required resources (Lough et al., 2011). The evaluation of a
volunteer program can determine whether it is worth investing in, and how it should be
carried out. For a safer outcome prediction, more information is needed on the volunteer
contribution s effe t as ell as the factors affe ti g the p og a s effi ie .
This study examines the challenges and benefits of conducting a volunteer program from the
o ga izatio s pe spe ti e, as ell as the diffe e t i est e t levels. . The amount of effort
required and invested in a volunteer program, as well as the adaptation level of the
Volunteer Management Practices are taken into account. The study aims to identify the
factors which may affect the efficiency of a volunteer program, where efficiency mirrors the
amount of achieved work with fewer used resources (Schneider, T., Leslie, n.d.).

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The study was carried out using the Volunteer Management Cycle (VMC) model as a
structure framework (figure 1). This model approaches the Volunteer Program from the
o ga izatio s pe spe ti e a d ge e alizes the VM p o ess. The VMC eaks do the
volunteer management process into stages, highlighting in this way the barriers and
potentials of the single practices within the different stages. This model is used from the
initiation of the VM until the evaluation of the program and comprises the following stages:
1) Planning, preparing, 2) Recruitment, 3) Induction, training, 4) Work, supervision, 5)
Review, developing.

1.2 Research Question

Which factors determine the efficiency of a volunteer program?

1.3 Sub-Research Questions

Which are the challenges of conducting a volunteer program?
Does adaption of the Volunteer Management Practice assists in enhancing the volunteer
p og a s effi ie y?
Can the characteristic of an ENGO affect the efficiency of the volunteer program?

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1.4 Structure of the present study

Figure 1. The structure of this study, using the framework of the Volunteer Management Cycle (elaborated from the VMC
CIB, 2000)

The thesis structure is based on the Volunteer Management Cycle model (figure 1). The
model breaks down the VM process into steps, thus making it is easier to follow how the VM
builds up.
Chapter 2 initially provides the definitions for phrases used in the report. This chapter
includes the literature review with description and explanation of the Volunteer
Management, as well as the presentation of the Volunteer Management Cycle and
Volu tee Life C le. The follo i g se tio of the hapte fo uses o the olu tee s
motivation, satisfaction and commitment. As the first stage of the VMC, it is important to
u de sta d the olu tee s eed a d hat fa to s affe t the satisfa tio a d ete tio . The
e t se tio sho s the olu tee p og a f o the o ga izatio s pe spe ti e, he e the
arising barriers and challenges are examined. In addition, the benefits of voluntarism for the
organization in the environmental aspect is highlighted at the final stage of the VMC, it is
important to consider what the organization gained from the cooperation in relation to the
amount of investment.
Chapter 3 introduces the studied ENGOs and provides a short description of each one them.
Afterwards, the used methods are presented followed by a discussion on the thesis
limitations and the research method s weaknesses.
Chapter 4 comprises the Result and Analysis of the interviews. The results are presented
following the order of the VMC model.
Finally, in chapter 5 the findings related to the objectives to this research are discussed.

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2 Chapter two: Literature Review

Introduction
The aim of the study to examine the voluntarism, volunteer management and the different
aspects of it, in order to provide useful information for the ENGOs which wish to understand
and/or improve their volunteer program. This study uses the VMC model as a framework to
highlight the different stages of the volunteer management.
The literature review provides an overview on voluntarism, environmental voluntarism and
volunteer management practices. First the study explore what is volunteer management,
introduces the VMC model and the process of it, what are the suggested practices and how
do these practice contribute in high volunteer commitment. This information gives an
overview, it may help the ENGOS to identify their volunteer program, how their volunteer
program fit into their organization operation.
Follo i g pa t of the lite atu e e ie fo us o the olu tee i g f o the olu tee s poi t
of view, because the beginning of the VMC model starts with the planning and preparing.
This imply that the organization/manager is aware of the different motivations, understand
why people start to volunteer. After the study examine the factors which affect the
satisfaction and retention of volunteers. During the volunteer activity, it is necessary to
understand these factors due make a volunteer program result in high commitment.
The closing part of the chapter explores what are the benefits and challenges of conducting
a olu tee p og a f o the o ga izatio s pe spe ti e. Ide tif the arising issues and
clarify how to link to the VM process with the help of the VMC. Also to highlight the benefits
what the volunteers bring to the organization. Consider both side, give a clear picture about
how the organizations can benefit from voluntarism and what investment mean this for
them. This information help to predict the outcome of the cooperation, thus the
o ga izatio s e pe tatio ill eet ith thei e pe ie e and help to plan for long term.

2.1 Definition of volunteering

For this study I have used the following definition Volu tee i g is the gi i g of ti e a d
energy through a third party, which can bring measurable benefits to the volunteer,
individual beneficiaries, groups and organisations, communities, the environment and
society at large. It is a choice undertake of o e s o f ee ill, a d is ot oti ated
p i a il fo fi a ial gai o fo a age o sala (Scottish Executive, 2004). I have used
this description because it includes all the generalized characteristic of voluntarism.
It is important to note, that environmental volunteering has an additional feature, its
interests is protection of the environment and nature O B ie et al., . The volunteer
a ti ities a e a depe di g o the o ga izatio s o je ti e, apa it a d i u sta es,
can be indoor or outdoor, practical or social activity. The type of activities can be arranged
under fou the e: p a ti al o k , iologi al e o di g , edu atio /t ai i g/a a e ess a d
o ga izatio al suppo t (Scottish Natural Heritage, 2007). It can be local (e.g.: improve the

16
local natural area) or global (e.g.: campaigning on an environmental issue like global
warming) O B ie et al., .

2.2 Non-governmental organization with concern of Nature Conservation

This study examine seven environmental non-governmental organizations. An NGO is a non-
profit civil association, can be local, national or international. They are variety in size and
their service. They operate independently from the government system, mostly funded from
other source such as individual supporters or foundation grants (Stillman, 2007). The
Environmental Non-governmental Organization (ENGO) focus on Protection of Natural
Resources, aims global or local issues (Measham & Barnett, 2008).

2.3 What is Volunteer Management?

This study distinguish Volunteer Management (VM) from Volunteer Management Practice
(VMP). Most of the literature use the phrase Volunteer Management and from their study it
refers to a strategic management plan with principles and adopted practices. Although some
organization may not have strategic plan or written principles, they do have VM since they
work with volunteer. In this study the VM refers to the activity of the organization that
involve volunteers. The VM include certain practices but not necessary mean that the
organization has a written form, plan or standard for the Volunteer Program. Whereas the
VMP do refer to a systematic approach and/or strategic planning and adoption of different
management practices in order to organize and manage the volunteer activity.
Volunteer Management Practice aims to find the balance between volunteer program and
o ga izatio s p og a , ensure that both volunteers and organization benefit from the
cooperation (CIB, 2000). Its purpose to "make the most effective and efficient use of
resources in order to achieve your goals" (CIB, 2000, p.5). Equally important, it ensures the
volunteers are treated well to gain a good experience. Its advantage is that it establishes
procedures so it will continue even the organization members are changing (CIB, 2000).
It s i po ta t to gain better understanding how the VMP works and how can it affects the
volunteer program of the NGOs. Sectors who work and wish to work with volunteers, such
as NGOs, volunteer coordinators, volunteer agencies, governmental sector and also the
environmental sector can use this information to improve volunteer programs and gain
e efit f o olu tee s help.

2.3.1 Why use Volunteer Management Practice?

The study of Kempton notes that managers who use management concept can have a better
understand of the people she/he works with, their needs and motivation. Know how the
olu tee a e oti ated a d the sa e ti e a hie e the o ga izatio s ai (Kempton,
1980). The reason using management practices to e su e that volunteers contribute to the
overall effectiveness of the organization and help it to meet its strategic goals while at the
same time, find it a rewarding experience" (CIB, 2000, p. 16).

17
In general ENGOs are la k of esou es, a o ga izatio does t ha e fu d to hi e staff to
maintain their project (Ryan et al., 2001). The financial issues of the civil organizations
creates a challenge and also an opportunity for the NGOs to reassess the way they operate
and to have a stronger volunteer program. If the organization doesn't respond to the
changes (like the funding cutback), their activity may be reduced (MTVSZ pers. comm.,
2014). Volunteers can increase the capacity of the organization to the organization by
extend its performance and undertake several tasks (Lough et al., 2011). Moreover
committed (that is trained, experienced) volunteers mean even more help by lessen the use
of resource on recruitment and training, and by able to accomplish more complex tasks
(Lough et al., 2011; Ryan et al., 2001).
Lot of volunteer help the operation of the organizations but the study of Donald (1997)
highlights that organization "cannot take their volunteers for granted. [They] should
constantly evaluate whether its organizational structure is appropriate and consistent with
its objectives for volunteer recruitment" (Donald, 1997, p.502).
If the aim of the organization is to improve its volunteer program (increase the level of
volunteer involvement and increase the intensity of the volunteer activity), the adoption of
VM practices can be a great aid. According to the studies the suggested practices enhance
the chance to higher the right volunteer, to increase retention, ensure that both volunteers
and the organization gain benefit from the cooperation, the invested resources are not
wasted and provide standards (which continues even employees are changing) (CIB, 2000;
Hager & Brudney, 2004b). It aims to minimize the potential to cause harm to the volunteers,
to the staff, to the organization and its objectives (Gaskin, 2006).
The most emphasized reason beside the use of volunteer management practice is that it
increase the retention of volunteers (Hager & Brudney, 2004b). By investing in these
practices and by supporting volunteer involvement in other ways, charities enhance their
volunteer management capacity and their a ilit to etai olu tee s (Hager & Brudney,
2004b, p.1). This was also mentioned in the study of Bussel and Forbes (2003) that "the
management of volunteers was crucial to their [volunteers] retention" (p.72).
The other argument is that adoption of volunteer management practice increase the benefit
of volunteer involvement for the organization (Hager & Brudney, 2004a). There is a "direct
relationship between greater adoption of volunteer management practices and net benefits
from volunteers" (Hager & Brudney, 2004a, p.8). The organization can benefit more if they
can overcome the challenges and the adoption of management practices is relevant to
overcome the challenges (Hager & Brudney, 2004a).
The study of Taylor et al. (2006) notes that use of human resource management have
positive effect on organization performance and volunteer management effectiveness
(Taylor et al., 2006). The challenge is that the "organisations that host volunteers have no
strong links with management expertise" (Graham, 2004, p.28). The "lack of knowledge and
skill means they [organization] are unable to provide volunteering experiences that will
provide mutual benefits to their organisation as well as to their volunteers" (Graham, 2004,
p.28). As Ringer (1996) states in his report "many conservation staff members who have

18
trained in the science of conservation rather than in recreational management may not have
interpersonal skills and so special training may be required" (Ringer, 1996, p. Ofte
these managers had not received relevant training, and tended to have less time and
e pe ie e to dedi ate to H‘ issues (Lynch & Smith, 2010, p. 89). The VMP can be an aid for
manager in human resource management. The study of Kempton (1980) argues that
manager who use management concept can have better understanding about the
motivation and needs of the volunteers, know what can be used to motivate the volunteers
a d still attai of the o ga izatio s goal (Kempton, 1980).
The Figure 2 summarize the main reason of using VMP and expected result which the above
mentioned studies uphold. “upervision produce commitment if it s good. Whe people
who share goals and objectives can enjoy their work together, each improve job
performance because he/she has utual espe t a d t ust (Kempton, 1980, p. 23).

Increased level of
volunteer
inolvement.
Lack of Wish to Adoption of Increased the Extended
fund, increase the Volunteer saisfaction and organiaztion
commitment of
limited level of Manage- volunteers. Higher
capacity,
organization volunteer ment net benefit from saved
capacity. involvement Practice. volunteer help. resources.
Ensure the
completion of
project.

Figure 2. Why use Volunteer Management Practice (elaborated from (Silverberg et al., 2002; Bussell & Forbes, 2003; CIB,
2000; Donald, 1997; Graham, 2004; Hager & Brudney, 2004ab; Kempton, 1980; Ryan et al., 2001)

19
2.4 Volunteer Management Practice
Introduction
This study use the VMC as a framework to break down into stages the Volunteer
Management of the organizations. This model is used due it shows the process of volunteer
i ol e e t f o the o ga izatio s pe spe tive therefore it helps to highlight the barriers
and benefits of the process. This gives a guideline for building up a volunteer program. Also
provides a standard to examine and assess existing programs and identify the role of the
volunteer program in the organization. The introduced VMC model gives the framework of
the literature review and also a base for the analysis.
While different VMC models are used by the literature, the model which is used in this study
is elaborated from the model of CIB (2000) with consideration of other literatures in parts
where the CIB (2000) did t p o ided e ough e pla atio .
The VMC is a generalized volunteer program model. This section gives a detailed description
a out the stages, the i ol ed p a ti es a d a age e t s task. The follo i g pa t
introduce the Volunteer Life Cycle (VLC) model and how can it be used to improve the
volunteer program by indicating the place of marketing practices.

2.4.1 Volunteer Management Cycle: Model of the Volunteer Management

Program
The Volunteer Management Cycle (VMC) is a model which shows the stages of a Volunteer
Management Program (figure 3). The VMC divides the management practices into steps
which helps the managers to see the limits and possibilities for development in different
stages of the process. It helps to clarify when and how the volunteers participate in the
organization s life. This model as a practical guide, helps to build up a volunteer program,
reveals the potential challenges and possible solutions. Can be used by organization who
wish to start to work with volunteers or organization which wish to update its existing
practices. The stages of the VMC are the following: Stage 1: Planning, preparing; Stage 2:
Recruitment, Stage 3: Induction, training, Stage 4: Work, supervision; Stage 5: Review,
developing.

Figure 3. Volunteer Management Cycle (based on CIB, 2000)

20
Stage 1: Planning, preparing
Volunteer Management Practice includes plan making. A plan is a strategy which sets up
standards and gives direction in order to use volunteer labor efficiently (Shin & Kleiner,
2003; CIB, 2000). To prepare an effective strategy, first the organization has to be clear why
they need volunteer help and what kind of work they can do. It helps if the organization
knows what are the motivations of the volunteers, what is the organization's target group
and to know how the volunteers fit into the organization (Shin & Kleiner, 2003; CIB, 2000).

Information management, the paper work

Information management covers the paperwork required for a volunteer program (Shin &
Kleiner, 2003), these can be the volunteer insurance, expenses and policies (see appendix
8.1.) (CIB, 2000).

Stage 2: Recruitment
The aim of the recruitment is to attract people, to make awareness about the volunteer
possibilities. The recruitment campaign can be very diverse, it is important to first get to
know the area, the local organizations and media. There are several recruitment tools: Word
of mouth, flyers, posters, advertisement in media (radio, newspaper, TV), attend events,
make event/meeting for this purpose, make presentation (at the right place according to the
target group e.g.: school, community center, colleges), use internet, contact with a
Volunteer Office (CIB, 2000; McIntyre, 2008; Shin & Kleiner, 2003). The most common (also
less expensive) route is when the applicant is informed by family or friends (Lynch & Smith,
2010). For example in the study of O B ie et al., (2008) their survey among volunteer has
resulted that 65 % of the volunteers joined to the program because somebody asked them
O B ie et al., .
It is necessary to have a clear job description: job title, role description (it also gives an
overview how it fits into the organization's work), time commitment, if training is offered, if
background screening is required, the skills which required for the tasks, contact
information, information about the level of support and finally, to add something which
"appeali g to a i di idual s oti ational" (e.g.: a good slogan) (CIB, 2000; Shin & Kleiner,
2003).
It is helpful for the organizations to know the target group, to know who would be attracted
to the organization, understand the importance of gender, age, background. With aiming a
specific target group, the organization get the adequate volunteers (Shin & Kleiner, 2003).
Evaluation
Examine how the recruitment program works. The indicators of the program can be: There
is little or no interest; The applicants are not appropriate for the work (CIB, 2000).

Interviews, Selection of volunteer

Through the interview the manager can get information about the applicant's motivation,
personality and background. The motivation can imply the commitment level and longevity,

21
and the manager can know the placement of the candidate in the work, help to match the
job to the skills of the person (Kempton, 1980; Shin & Kleiner, 2003).
The study of Lynch & Smith (2010) highlights the importance of selection. The study discuss
that in recruitment at the environmental sector is informal therefore brings concern about
the reliability and effectiveness of selection procedures and its impact. It mention that the
informality of recruitment might cause further problem in commitment and performance
(Lynch & Smith, 2010).
The induction is to provide information, involves the introduction of the organization and its
members, a tour of the work area (CIB, 2000). "Everyone remembers their first day so make
su e that ou olu tee s fi st da is memorable for the right reasons" (CIB 2000, p.56). The
induction includes information about: policies, procedures, roles, responsibilities, emergency
information, an overview how the volunteer fit into the organization, background on the
organization (goal and history), what training will be, reward system, what supervision is
available, how the volunteer relates to others in the organization, where the supplies come
from, what physical resource are available for the volunteers, what support the volunteer
will receive, other activities in which the volunteer is involved (CIB, 2000; Kempton, 1980;
Shin & Kleiner, 2003). "Having a good volunteer induction program shows the volunteer you
care and take their contribution seriously. Appropriate, quality and timely training gives
them the skills and information they need to do the job to the best of their ability and to
your satisfaction" (CIB 2000, p.55).
The training involves the teaching of the work and provides relevant information, it can be
with the induction or separately. It is variable, depends on the volunteer skills, and
background. There are two main training types: training program or 'learning by doing' (CIB,
2000).
Volunteer Agreement
The purpose of Volunteer Agreement is to clarify the commitment and responsibilities in
writing. It also shows the importance of volunteer contribution (CIB, 2000). These
procedures might seem too formal to the volunteers, unnecessary or too similar to a paid
work situation. Showing the positive aspect of it, minimize the concern of the volunteers
(CIB, 2000).
Evaluation
It's important to assess the training program to see if it is effective (volunteer get the right
information and able to accomplish their task). It can be done by asking volunteers' opinion
or see if volunteers can cope with the tasks (CIB, 2000).

Stage 4: Work, supervision

The Figure 4 highlights the period he the olu tee pa ti ipate i the o ga izatio s life.
After the volunteer joined and in some cases got training, the volunteer work begin. The
oo di ato s task i lude: inform the volunteers about the work, the circumstances, tasks,
necessary information. Thus the volunteer knows how to perform the job and also the
expectations will meet with the experience. During the work the coordinator supervises their
job. It depends on the task and the volunteers how much coordination is needed, how much
they can work independently. Studies showed that giving more responsibility to volunteers

22
increase the satisfaction (Miles et al., 1998), but it is important that the coordinator is
available for the volunteers. Maybe the most important is to say thank for their help after
work, also to ask feedback from them. However the task may be finished the result of their
work will be shown later thus follow up the program and inform the volunteer about the
effect of their work is important (Ralston & Rhoden, 2005).

Figure 4. Overlapping of Volunteer Management Cycle and Volunteer Activity

(elaborated from the VMC model)

Coordinator’s job include several tasks

The task of the supervision include a lot of elements, but the essence of it is "to provide an
opportunity to give and get feedback , to review the contribution the volunteer is making
and to ensure that the work of the volunteer is in line with the aims and objectives of the
organization." (CIB, 2000, p.51)
"Manager is someone who works with and through others, to accomplish organizational
goals" (Kempton, 1980, p.19). To manage volunteers require an effective management skills
and personal qualities: understanding of volunteer issues, willingness to learn, good
communicator, good organizer, recognize the importance of team building, ability to
motivate others, creative, recognize training needs, open for changes, be supportive,
practice empathy, encouraging, have social skills and know how to use the volunteers' time
wisely (CIB, 2000; Shin & Kleiner, 2003).

Communication, conflicts with volunteers

In order to create a good, efficient, supporting working environment, the supervisor must
invest energy into team building (CIB, 2000). Social activities foster positive staff relations
which satisfy the 'need for relatedness' (Shin & Kleiner, 2003).
The communication is a key tool of VM. It's vital that the volunteers know their role and how
they relate to others in the organization. "This avoids confusion and misunderstanding, as
well as ensuring things run smoothly" (CIB, 2000, p.49). Make sure that volunteers know
what they have to do, include the volunteer in the internal communication system of the
organization (inform about news, changes) (CIB, 2000). The findings of Ralston & Rhoden

23
(2005), states that "there is a positive correlation between receiving clear instructions in
everyday volunteering activities and improved retention rates (Ralston & Rhoden, 2005,
p.109). The communication is a good way to express support and recognition involve
volunteer in meeting and inform about news at the organization, practice empathy (Shin &
Kleiner, 2003; CIB, 2000).

One of the hardest task of the supervision is to be a mediator in a conflict situation (CIB,
2000). The arising problem can be either 'a complaint by the volunteer', 'a complaint about
the volunteer' or when 'the volunteer doesn't suit the role/organization' (CIB, 2000, p.62).
Maybe the problem is negligible and doesn't affect the organization or the work but often it
does. The supervisor's task is to deal with as soon as the problem arise because "it shows
that volunteers contributions are taken seriously", "The team expect you to" and "It sets
standards"(CIB, 2000, p.62). It is helpful to work out a code of practice in a case of serious
problem (CIB, 2000). If the conflict cannot be solved the coordinator may has to ask the
volunteer to leave. It is a hard decision but as the CIB (2000) report says: "It s ok to ask a
volunteer to leave. Remember, sometimes you will have no option; Your responsibility is to
the team and the service, and anything that affects the delivery of your service has to be
add essed; O e ou e a ted, ou ll e elie ed!" (CIB, 2000, p.68).

Empower the volunteers

Empower the volunteers refers to the degree of volunteer involvement in the organization
operation, to the level of responsibility attached to the task and the level of independence of
the volunteer. To involve the volunteers in more responsible task, demonstrate their
recognition and the importance of their contribution. It allows them to contribute more in
a hie i g the p oje t s goal p o ide oppo tu it use thei skills, ake de isio s, i flue e
others, motivate other to contribute in achie i g the ai of the p oje t s goal (Kulik, 2007;
McIntyre, 2008). It can include: participate in meetings, express opinion, possibility to
change on working practice, involve them in decision making, act on volunteers' ideas where
possible, increase responsibility within their task, give them autonomy, keep update the
volunteer (inform about changes at the organization), opportunity to attend workshop,
conference, further training (McIntyre, 2008). According to the studies there is higher
satisfaction among volunteers who have higher empowerment and take on greater
responsibilities (Kempton, 1980; Kulik, 2007; McIntyre, 2008; Shin & Kleiner, 2003). In
addition volunteers who work independently mean more help, less resources from the
manager than volunteers who require coordination.

Reward, Recognition of the volunteers

It is extremely important to make volunteers feel that they are valued for their contribution,
have an important role in the organization and the belief that their work make a difference.
There are several way to show that the organization appreciate the volunteer.
Tangible rewards can be: dinners, meeting, party, make volunteer events, gift, certificate,
thank you card, writing reference letter or recommendation letter, give cash award, sponsor
a trip to a related training workshop, give medallion, recognition in newsletter or in a making
it public through media (CIB, 2000; McIntyre, 2008; Shin & Kleiner, 2003).

24
Intangible rewards can be: knowing the volunteers by name, saying thank you personally,
showing personal interest in their life, making volunteer feel like a part of the team,
providing good working environment, recognizing their work to the staff. Showing
appreciation builds confidence in the volunteer, satisfies his/her need for self-esteem (CIB,
2000; Shin & Kleiner, 2003)
The acknowledgement can be expressed by giving more responsibility to them (see above
Empowerment). To show the value of the volunteers, the way of communication is
important: instead of the expression "using volunteers", describing their contribution with
more positive words: "involve, need, rely on, delegate to, count on, allow, ask, assign." helps
to show them their importance (CIB, 2000, p.47).
Ask feedback from volunteers also a way of recognition. Some organization may ask
volunteers opinion and ideas in the beginning of the program, so they are more involved in
the project. Other organization may ask evaluation in the end of the program, and using it to
improve the program (McIntyre, 2008).
Saying thank is a good way to ensure the volunteer about the importance his/her
contribution at the organization. The volunteer manager's responsibility to express the
acknowledgment individually or collectively, establish an environment of support, practice
empathy (CIB, 2000; Shin & Kleiner, 2003).
The criticism is also the part of the assessment but important to not discourage the
volunteer. Using positive follow-through helps to see the way of improvement (Kempton,
1980).
Work Environment
Although it is not always possible to create a good environment but the supervisor can work
toward to improve it (Kempton, 1980).

Stage 5: Review, developing

Finally, it is important to make a review, evaluation about the volunteer contribution and
volunteer management in order to know if it's effective, what are the difficulties, how can it
be developed.
Some of the indicators which show the value of the work (CIB, 2000):
- The result of the volunteer work, does it make a measurable difference?
- Cost-benefit evaluation, does the organization benefit from volunteer work? How much
the organization use from its resources (money, time, number of staff) to maintain
volunteer program?
- Working commitment/ working behavior of volunteers: they show up in time,
accomplish their tasks.
- Organization commitment: how long do the volunteers stay? (Agreed amount of
time/shorter/longer).
- Do the volunteers feel supported and appreciated?
There are usually two approach to evaluate the volunteer involvement, the economic
evaluation when assess the financial value and the assessment of the volunteer program
when assess the degree of success in service and delivery (Hager & Brudney, 2005).

25
The Figure 5 highlight the main management task of the volunteer program. From the figure
it can be seen that the VMC provide a good overview on the Volunteer Management,
o side i g the o ga izatio s poi t of iew also reveals how much work it requires. It
demonstrate clearly that the work of the manager starts earlier than the volunteers join to
the program. And even the volunteers left or the particular program is finished, the
evaluation is remaining.

Figure 5. The VMC and the related management task (elaborated from the VMC model (CIB, 2000)

Whereas the VMC gives an overview of the process of the volunteer management practice
f o the o ga izatio s pe spe ti e. The e a e othe odels which helps the managers to
determine what practices and when it should be used in order to increase the volunteer
number. The following section presents the VLC which focus on where the marketing tools
should take place tools in order to attract or retain volunteers.

2.4.2 Volunteer Life Cycle

The study of Bussel & Forbes (2003) created the Volunteer Life Cycle (VLC) model which
demonstrates the p o ess of olu tee i g f o the olu tee s poi t of ie . The model
(figure #4#) explains that the initial stage starts with the intention to volunteer, afterward
the selection of the organization and the actual volunteer activity. The duration of the
volunteer activity vary and either end up with leaving the organization.
The study of Bussel & Forbes (2003) points out the resemblance between the volunteers and
consumers in any sector. The study states that marketing technique is an efficient tool to

26
increase retention. They point out that in the beginning the applicant joint to volunteer
because of different motivational factors and continue the service if they are satisfied
(Bussell & Forbes, 2003). From this view the volunteer behaviour is not differ from
o su e s behaviour. The marketing approach aims to increase the consumer
commitment by highlight the importance of the products (service) benefits and relationship
between consumer/volunteer and organization.
The Costumer Life Cycle (Gronroos 2000, in Bussel & Forbes 2003) is one of the marketing
tool. The cycle shows the different stages of the consumer progress which help to the
organization identify the marketing objectives. The aim of the volunteer managers is the
same. Bussel and Forbes (2003) created a Volunteer Life Cycle (VLC) (figure 6) based on this
formula. The VLC shows the different stages of the volunteering process, the relationship
with the organisation. It can help to identify the factors which affect the volunteers /
volunteering process and when (in which stage) the organization can interact or react. "Each
stage provides a different marketing challenge to the organisation" (Bussell & Forbes, 2003).
Below there is a summation of the VLC stages with explanation of the importance it and the
related marketing strategy.

Figure 6. Volunteer Life Cycle (based on Bussell & Forbes, 2003)

The VLC determines four stage of the volunteer progress (figure 6):
1. Determinants of volunteering: The individual has the motivation (reason) to do volunteer
work. The motivation can be very variable. The related marketing strategy is promotion of
the organization (Bussell & Forbes, 2003).

27
2. The decision to volunteer: When the individual evaluates the organizations and decide to
apply. This decision can be dete i ed diffe e t fa to s e.g.: the o ga izatio s ai , the
benefits from the work, the connection between volunteer and organization) (Bussell &
Forbes, 2003). The related marketing strategy is to attract the potential volunteers.
3. Volunteer activity: When the individual starts the volunteer work. If the volunteer is
satisfied, will continue the work (Bussell & Forbes, 2003). The factors which contributes to
the satisfaction are diverse, it s discussed later in this chapter. The related marketing
st ateg is to e su e that the olu tee s eeds a e fulfilled (Bussell & Forbes, 2003) while
the o t i ute to a hie e the o ga izatio s ai .
4. Committed Volunteer: The individual continue the work at the organization (Bussell &
Forbes, 2003). Although the satisfaction is an important stone to continue volunteer work,
there can be other reasons why somebody stop the volunteer work (Bussell & Forbes, 2003).
The related marketing strategy and other contributing factors are discussed in later in this
chapter.
This model help to the organization to understand its target group, how and when the
marketing method should take place in order to attract and retain volunteers. This model
fo us o the olu tee s oti atio a d eeds.

Reflection – VMC and VLC

While the importance of volunteer management practice is emphasized by several literature,
there are different approach of how to improve the volunteer program which maybe makes
it difficult to the managers to follow a guideline. The two model which were presented are
both useful but might missing some aspects. While the Volunteer Management Cycle
presents very well the process of the volunteer management practice from the
o ga izatio s pe spe ti e, it does not show that there is a process of volunteering from the
i di idual s poi t of ie .
O the othe ha d the VLC fo us too u h o the olu tee s pe spe ti e a d highlight o l
the suggested a keti g tool, ot o side i g the o ga izatio s apa it o eeds. This
models is very useful to identify the time and place for the marketing activities therefore it
can be used in the initial stage of the VMC, when the managers construct the plan of
volunteer program.
This study use the VMC model because the management of volunteers generally follows the
steps of this cycle (CIB, 2000) thus it makes easier to identify and generalize the challenges
of volunteer involvement. But it is important that the practices may needs modification (or
even leave out to suit to the o ga izatio s eeds. Ho e e this stud ge e alize the
Volunteer Management Practices, every organization is different and require different
management approach.
At the first stage of the VMC (planning, preparing) and the VLC (determinants of
volunteering), it is important to examine what are the motivations of the volunteers. The
following section will examine the olu tee s oti atio . Late as following the further
stages (the volunteer work) the satisfaction and commitment of volunteers will be discussed.

28
2.5 Are the Volu teers’ Moti atio a d Satisfa tio Related to
Commitment?
Introduction
What motivates a person to volunteer? What are expectations of a volunteer? What factors
bring satisfaction or disappointment? And how does it relate to the retention rate?
As the beginning of the Volunteer Management Cycle, first it is crucial to understand why
people start to volunteer, what are the motivations of volunteers. Understanding the
motivation means, understanding the expectations of the volunteer. If the expectation of
the volunteer meet with the experience during the program, it leads to satisfaction (Ralston
& Rhoden, 2005). Thus knowing the motivations can help the managers in planning the
volunteer program. Furthermore the motivation is connected to the satisfaction and
commitment which will be examined later in the chapter.
The reason why a person continue or stop the volunteer work is complex, depending on
several different factors. Studies showed that satisfied volunteers more likely to continue
the work (Bussell & Forbes, 2003; Galindo-Kuhn & Guzley) therefore it is important to
understand what are the factors which contribute to satisfaction thus retention. This
information can be used to improve the volunteer program and increase the satisfaction and
commitment among volunteers. High retention rate ensures a stable volunteer group and
diminish the use of resources for recruitment and training (Ryan et al., 2001). Hence the
organization benefits more from the cooperation.
This hapte dis uss the olu ta is f o the olu tee s poi t of ie . Fi st su a ize the
findings of the motivations of the volunteer in general and in the environment sector. The
motivation relates to the satisfaction and the commitment which will be detailed afterward.

2.5.1 Motives
Understanding the motives of the volunteers can help to improve the recruitment plan of
the organization (Allison et al., 2002) and provide a program which meets with their
expectation. Several research have been made on the volunteer motivation and the benefits
of voluntarism, although few focused on volunteers who work in the environmental field
(Caissie & Halpenny, 2003; Ryan et al., 2001). However the area of research on
environmental volunteers is gaining ground. Below there is an explanation of the findings,
and the Table 1 summarizes the volunteer motivations.
The work of Clary et al., (1998) include an inventory (Volunteer Functions Inventory - VFI)
which developed to identify and measure the motivation and characteristic of volunteering.
The participants of the study were volunteers in social areas (services to children, patients).
The Volunteer Functions Inventory is built on 6 motive conceptualization, although it was
mentioned that the motives can be vary in other cases. The identified motivations are: 1.
Value: to have "values related to altruistic and humanitarian concerns for others"; 2.
Understanding: to learning new skills, gain knowledge; 3. Social: the importance of
relationship with other volunteers and group members; 4. Career: develop skills which
beneficial for future career; 5. Protective: "to reduce guilt over being more fortunate than

29
others"; 6. Enhancement: the positive development of the self, personal growth. (Clary et al.,
1998).
Their implication is that the Volunteer Functions Inventory helps to assess the motivation
thus develop a program. As it is mentioned the volunteers come with needs and motives; if
the volunteer activity match with the motivations and fulfil the needs, brings more
satisfaction which results in higher retention rate.
The following studies focused on the motives of volunteers at environmental organisation:
The study of Bruyere and Rappe (2007) identified different motivations of environmental
olu tee s at o se atio a ea. The dete i ed oti atio ite : . Helping the
e i o e t help to i p o e e i o e t , . Ca ee gai e pe ie e, get o ta t , .
Use to o k o a a ea hi h the isit, e i h thei futu e e eatio e pe ie e , .
Lea i g a out e i o e t , . “o ial eet ith othe s , . P oje t e a pa t of a
well-o ga ized p oje t, thei ti e used isel , . Values a d estee Feel eeded, Feel
better about themselves, expressing their values) (p.509). Their study found that the
Helpi g the e i o e t as the st o gest a d the a ee as the eakest oti ati g
fa to . I additio thei esea h p o ided a othe oti atio , e outside , Thei
recommendation for the managers is to create programs where the volunteers can help
directly to the environment, highlights the importance of teaching like explaining the effect
of their work (Bruyere & Rappe, 2007).

Ralston & Rhoden (2005) in their essay characterized 8 motivations: 1. Environmental-

related altruistic motivations: to improve the local environment, the believe that their work
is beneficial for the future generation; 2. Society: "to improve the society, "to do something
meaningful and give something back"; 3. Activity: the work relates to volunteers' favoured
activity (e.g.: keep clean the trails in natural area are preferred by people who use trails
frequently); 4. Organization: the volunteers feel connection with the organization because of
its values/aims, the expectations of the volunteers met with their experience which led to
satisfaction, communication ("clear instructions"). 5. Peers: the relationship with other
volunteers and group members; 6. Leisure: the enjoyment of the activity; 7. Recognition: the
importance of their work, that "their efforts were recognized". 8. Personal development:
gaining skill, self-esteem (Ralston & Rhoden, 2005). Their findings shows that the most
sig ifi a t oti ati g fa to as the o e of the e i o e t a d that the task elated
to their favoured activity (people who often use the trails, more motivate to help to
maintain the trail). They states the satisfaction comes from two factors, the feeling to do
something good, useful and the appreciation of others (Ralston & Rhoden, 2005).
The study of Caissie & Halpenny (2003) assessed the motivation of volunteers in a nature
conservation program. They determined 5 themes which relate to the motivation of
volu tee s. The the es a e . Pleasu e seei g ha i g fu , eet like-minded people, travel,
add essi g halle ge to o k outdoo , . Pe ks gai e e pe ie e, lea a out atu e
conservation, chance to receive instruction on environmental restoration , . Pla e a d
olu tee i g i a atu e ased o te t e outside, o k i a u i ue atu e a ea , .
Lega do so ethi g good fo the futu e, lea e lega though thei effo t to p ote t

30
 atu e , . Alt uis a i g a out the atu e a d people . Their implication was that the
p og a s should p o ide e e pe ie es pe ks a d gi e oppo tu it to do a o th hile
work (leave legacy) and emphasize the importance of recognition (like rewards) (Caissie &
Halpenny, 2003).
The following two study searched not just for the motivating factors but also which factors
has a strongest impact on the commitment.
Martinez & McMullin (2004) in their studies distinguished 5 factors which affect the
willingness to volunteer: 1. Efficacy: the effect of their work, the will to contribute to
manage nature resource, improve the environment; 2. Competing Commitments: the other
activities which the volunteer would do in their free time; 3. Social Networks: the
importance of relationship with other volunteers and group members; 4. Lifestyle changes
(marital status or residence); 5. Personal growth: obtaining knowledge and skills for future
career and development of self (Martinez & McMullin, 2004). They surveyed active and non-
active members of an organization (Appalachian Trail Conference). They found that the
Effi a fa to as the ost sig ifi a t a o g the a ti e olu tee s, hile the o peti g
o it e ts is the ai a ie ot to pa ti ipate. The highlight the i po ta e of the
recognition of the volunteers and value their work (Martinez & McMullin, 2004).
The study Ryan et al. (2001) analysed the connection between the motivation and the
commitment of volunteers in an environmental stewardship program. It described 6
different motives: 1. Helping the environment; 2. Learning: gaining knowledge and skills ,
lea i g a out the e i o e t ; 3. Project organisation: the p oje t ell o ga ized ,
o ki g ith a good leade , k o i g hat is e pe ted f o the f o e , feeli g
eeded ; 4. Social: to meet with others , ha i g fu ; 5. Reflection: personal benefits,
oppo tu ities to o k at o pa e ; 6. Se se of doi g so ethi g useful , aki g
de isio a out p oje ts (Ryan et al., 2001). They conclude that motivations can change over
time. They fou d that the ost sig ifi a t fa to s to joi to the p og a e e the Lea i g
a d Helpi g the e i o e t , he eas the t o othe fa to s the “o ial a d P oje t
o ga izatio had i po ta e i the de isio to sta . The poi t out that the olu tee s are
ot f ee la ou , ut i di iduals ho ill keep o i g if thei eeds a e fulfilled (Ryan et al.,
2001, p.645). Their recommendation is to provide benefits for the volunteers as learning,
seeing the impact of their work on a natural habitat, opportunity to having fun, to know
their time is not wasted. There are several benefits that volunteers can gain from a program
and activities which address the motivations can help to increase volunteer commitment
(Ryan et al., 2001).
Understanding the motives helps the organisations to develop their program and have a
successful recruitment and volunteer program (Bruyere & Rappe, 2007). The Table 1
summarize the motivations of the volunteers, collected from the above mentioned
literature. Because the literature used different categorization, the categories which are
used in this study elaborated form these literature and divided the items into it.

31
Table 1. The su ary of the olu teers’ oti atio olle ted fro the a o e e tio ed literature a d ategorized.

Motivation of volunteers

Volunteers at environmental or restoration project

Bruyere & Rappe Caissie & Halpenny Martinez & McMullin
Category Clary et. al (1998) Ralston & Rhoden (2005) Ryan et al. (2001)
(2007) (2003) (2004)
Improve the local
environment,
Values related to altruistic
Helping the To improve the society, Caring for both humans Helping the
Altruistic and humanitarian
environment to do something and nature environment
concerns for others
meaningful and give
something back
Gain knowledge. And
Learning about the chance to receive Gaining
Learning, Understanding: learning
natural instruction on knowledge and
understanding new skill, gain knowledge
environment environmental skills
restoration
The importance of
Socializing with To meet with
relationship with other Meet with likeminded To interact with like- The importance of
Social people with similar others, having
volunteers and group people minded people relationship
interests fun
members
Develop skills which
Gain experience, Personal development: Obtaining knowledge and
Career beneficial for future
get contact gaining skills skills for future career
career
The positive development Feel better about Reflection: to
Self- Personal development, The positive development
of the self, personal themselves, Feel Addressing challenges work at my own
development self-esteem of the self
growth needed pace
Leisure: enjoy the Travelling to new
Enjoy activity. Alternative to destinations. And having
daily life and/or a means fun.

32
 Motivation of volunteers

Volunteers at environmental or restoration project

Bruyere & Rappe Caissie & Halpenny Martinez & McMullin
Category Clary et. al (1998) Ralston & Rhoden (2005) Ryan et al. (2001)
(2007) (2003) (2004)
of having fun

Protective: "to reduce

guilt over being more
Protective
fortunate than others"
personal growth
Work outside, be in
Physical, nature, Opportunity to
Be outside
Environment work in unique
ecosystems
be a part of a well- Connection to the
The project well
Project, organized project, organisation's value,
organized,
Organization their time used Expectations meet with
feeling needed
wisely their experience
Leave a legacy through The effect of their work,
The importance of their
Recognition, their efforts to protect the will to contribute to Doing something
work, their efforts are
efficacy nature and the manage nature resource, useful
recognized
environment improve the environment
Improving areas
The work or result of
that
the work relates to the
User volunteers use for
volunteer's favoured
their own
activity
recreation

33
2.5.2 Satisfaction
The section above already mentioned the factors which affect the commitment, the
following part of the chapter analyse precisely the satisfaction of the volunteers. There are
several research about the job-satisfaction, although few studies have focused on the
satisfaction of the volunteers (Silverberg et al., 2002), this knowledge would be essential to
understand what affects the commitment of the volunteer.
The description of the factors and circumstances which lead to satisfaction or
disappointment is crucial. Studies (Galindo-Kuhn & Guzley, 2001; Silverberg et al., 2002)
found that volunteer job satisfaction increases the possibility of commitment, "job
satisfaction leads to employee retention" (Silverberg et. al, 2002, p.288). And the study of
Silverberg et al. (2002) emphasizes that fulfilment of needs is important because "job
satisfaction directly related to employee productivity" (p.1). The Table 2 summarize the
factors which affect satisfaction.
Benjamin Gidron in his study (1983) focused on the "structure and source of job satisfaction
among volunteers" (p.20), on the factors which contributing to volunteer job satisfaction.
The study divided the factors into two group: the content-factors which are related to the
actual work and the context-factors which are related to the work situation. The content-
factors are: 1. relationship with clients; 2. doing worthwhile work; 3. use of the volunteer's
abilities and skills; 4. helping and teaching; 5. recognition. The context-factors are: 1.
relationship with other volunteers; 2. supervision, help from professional stuff. The result
showed that the overall job satisfaction depends on the work content (work itself and
achievement) and job context (convenience and lack of stress). The volunteer were satisfied
if their work was: challenging, interesting, gave opportunity to use their skills, gave
independence, "required responsibility", they saw progress, the work was convenient (time,
location were convenient for them), there were no obstacles. The study assumes that the
satisfaction more related to" individual aspect" then "interactional aspects (Gidron, 1983,
p.32).

In the research of Silverberg et al. (2002), a Effe t-indi ato model was created to
measure volunteer satisfaction. The model include 3 sets which directly or indirectly
connected to each other. The first set is the 'Cause-indicator' which focus on the work
environment characteristic. This theory suggest "if a particular condition is presented, it is
assumed that the workers are satisfied" (p.286). The set includes 6 items: 1. nature of work,
2. communication, 3. operating condition, 4. supervision, 5. contingent reward, 6.
relationship with co-workers. The cause indicator can be also explained as "the needs being
met", the needs of volunteers being met with their experiment (Synder, 1993 in Silverberg et
al., 2002).
The second set is the 'Effect-indicator' which focus on the experience of the volunteer, the
level of happiness of the volunteer. This theory assume the volunteer feels happy if, she or
he 1. "feels intensely involved", 2. "feels very alive in the workplace", 3. "maintains a strong
sense of enjoyment while in the volunteer workplace". The effect-indicator or happiness can
be explained as "motives being fulfilled" (Synder, 1993 in Silverberg et al., 2002).

34
The third set contains the indicators of job satisfaction: the 'Organization outcome' which
include 3 item: 1. commitment, 2. organization citizenship behaviour, 3. retention/return.
The study assume that the first set (cause-indicator) affect the second set (effect-
indicator/happiness) which has an indirect impact on the third set (organisational outcome)
(Silverberg et al., 2002).
The result of the study showed that the two significant cause-indicator (which affect the
volunteer happiness) are the "nature of work" and the "extent to which motives were being
fulfilled by the volunteers' experience" (Silverberg et al., 2002, p.298). The nature of work
efe s to the ea i gful ess of the o k , ho u h the olu tee liked the o k . The
other cause-i di ato , oti es e e fulfilled efe s to the satisfaction when the motives
and the experience of the volunteers are met. While the supervision had minimal impact on
the volunteer happiness, it had significant effect on the organization commitment. Which
can imply the strong loyalty towards the supervisor (Silverberg et al., 2002).
Thei e o e datio i lude that it s p efe a l that a agers monitor the experience of
the olu tee s athe tha fo usi g o the ha a te isti of the o k e i o e t p. .
I a ase the olu tee is ot satisfied, the a age a a al se the atu e of o k a d the
fulfil e t of olu tee s oti es to find the solution.

Figure 7. The model which shows how the Cause-indicator, Effect-indicator and Organization outcome relate to each
other (from Silverberg et al., 2002)

The study of Galindo-Kuhn & Guzley (2001) developed a Volunteer Satisfaction Index using 6
factors: 1. Communication quality: "Adequate information flow, information clarity,
recognition and feedback"; 2. Work assignment: possibility for skill-development, self-
expression; 3. Participation efficacy: the sense of their work, knowing the work is important
and recognized; 4. Support: both educational and emotionally support; 5. Integration: the
relationship with other volunteers and group members. The questionnaire included 40 items
which divided into these 5 category, the responders mark their answer in a 7 point scale
(1=very dissatisfied, 7=very satisfied). Their study indicates that the most significant factors
relating to retention, were the efficacy and group integration (Galindo-Kuhn & Guzley,
2001).

35
The study of Miles et al. (1998) examined the benefits which derived from restoration
volunteer work. As the study claims, one possible benefit is the 'overall satisfaction'. It is also
discussed that beside an overall satisfaction, there can be different kind of, specific
satisfaction (e.g.: satisfaction of making new friends or enjoy the work). Their findings
includes 6 factors: 1. Meaningful action ('feeling I am doing the right thing', 'benefit for
community'), 2. A chance to be away, 3. Participation ('have experience', 'meeting
likeminded people', 'try new things'), 4. Personal growth ('changing my life'), 5. Physical
('helping me to stay healthy', 'developing my physical fitness'), 6. Fascination with nature
'learning how nature works', 'enjoying the nature') (p.33).
They also found that the responsibility is related to satisfaction, "volunteers who do not take
on any additional responsibilities experience less satisfaction from their participation" (p.38).
Moreover "volunteers who participate more frequently experience significantly higher
satisfaction levels than those who participate less frequently" (Miles et al., 1998, p.38). The
study concludes that the restoration work of natural habitats are beneficial not just for the
environment but for the people who are involved in it (Miles et al., 1998).
The factors which affect volunteer satisfaction are summarized and categorized in Table 2.
The items with bold letter mean, the studies found it has significant effect on the
satisfaction. The subdivision of the factors are different in every study, this study elaborated
the below listed categories in table 2 from these literatures (Bruyere & Rappe, 2007;
Galindo-Kuhn & Guzley, 2001; Gidron, 1983; Miles et al., 1998), covering all the aspects
which were mentioned in these studies.
These findings help the organization to have an overview on the factors which affect the
satisfaction. It gives a guideline to the managers on what aspects they have to pay attention
if the volunteer program needs improvement. These findings gives a base for the volunteer
managers to assess their volunteer program, by checking how these factors appear during
the program. It can be also a guideline for improving volunteer program by focusing on the
factors which were identified significant.

Table 2. Factors affecting the volunteer satisfaction (the factors with bold letters mean they have significant effect), (the
categories elaborated from the literature indicated in the table)

Miles et al. (1998)

Silverberg et al. Galindo-Kuhn &
Factors Gidron (1983) (Environmental
(2002) Guzley (2001)
volunteers)
Fascination with nature
Learning 'learning how nature
works'
Personal growth:
Self- Skill-development,
'changing my life'; A
development self-expression
chance to be away
Integration, Meeting likeminded
Relationship with Relationship with
Social relationship with people, be a part of a
other volunteers co-workers
others community
Helping and Acting in a responsible
Altruistic
teaching manner towards the

36
 Miles et al. (1998)
Silverberg et al. Galindo-Kuhn &
Factors Gidron (1983) (Environmental
(2002) Guzley (2001)
volunteers)
Earth. Meaningful
action ('benefit for
community and future
generation')
Efficacy: Sense of the work, Meaningful action
Worthwhile work,
worthwhile Meaningful work their work is ('feeling I am doing the
see progress
work recognized right thing')

Recognition Recognition Reward

Communication, Communication
Organization, operating quality; Educational
Supervision
project condition, and emotionally
supervision support
"feels very alive in
Gain experience, try
Enjoyment the workplace",
new things
enjoy the work

Physical, Relationship with Help me to stay

Nature of work
environment clients healthy; Enjoy nature
Responsibility,
Empowerment, Independency, Feels intensely
Participating
responsibility responsibility involved
frequently
Use of the Motives are
volunteer's abilities being fulfilled:
Work and skills; Feel intensively
Challenging, involved, enjoy
interesting the work.
Competing
No obstacles
commitments

Circumstances Convenient

2.5.3 The Commitment is affected by other factors as well

The committed volunteers mean even more help because the organization use less
resources on recruitment and training, furthermore trained volunteer can take over more
complex tasks (Kempton, 1980; Ryan et al., 2001).
The study of Hager & Brudney (2004b) says that organizations which seek to increase
retention should focus on to provide good experience to the volunteers. They should invest
i e og izi g olu tee s, p o idi g t ai i g a d p ofessio al de elop e t fo the , a d
s ee i g olu tee s a d at hi g the to the o ga izatio al task (Hager & Brudney,
2004b, p.1.). However the commitment of the volunteers is complex and depends on
different kind of factors.
As the earlier section discussed the motivation strongly related to satisfaction. People start
volunteer service for specific reasons and continue it if they are satisfied (Bussell & Forbes,

37
2003). As well as other studies discussed the higher satisfaction result in higher retention
and focusing on satisfying the volunteer lead to commitment (Galindo-Kuhn & Guzley, 2001;
Silverberg et al., 2002; Hager & Brudney, 2004b). According to the study of Bussel & Forbes
(2003), which created the Volunteer Life Cycle, volunteers are very similar to consumers.
Therefore marketing approach which aim to increase consumer commitment are useful tools
to increase volunteer retention (Bussel & Forbes, 2003).
However, there can be other factors which affect the commitment and not related to the
management practice. The Table 3 include the studies which focused or highlighted the
factors which affect the commitment of the volunteers but not necessary the satisfaction. A
good example of the supervisor, which may not have an impact on the volunteer satisfaction
but the loyalty towards the coordinator increase the chance to stay at the organization
(Silverberg et al., 2002).
The other good example are external factors which affect the volunteer retention. These
factors were included in the study of Martinez & McMullin (2004): change in marital status,
changing residence or competing commitments which refer to other favoured activities of
the individual. The age can be a variable as well, Hager & Brudney (2011) as well as the study
of CNCS (2007) found that there is higher retention among older volunteers (CNCS, 2007;
Hager & Brudney, 2011).
Additionally the study of Lynch & Smith (2010) discuss that the recruitment can be also an
important factor. They state that the selection of the volunteers, choosing the right
applicant can have an impact later on the work performance and the commitment (Lynch &
Smith, 2010).
Table 3. Factors affecting the volunteer commitment elaborated from (Martinez & McMullin, 2004; Ryan et al., 2001;
Silverberg et al., 2002; Lynch & Smith, 2010; Hager & Brudney, 2004b;2011)

Enhance commitment Decrease commitment

Martinez & McMullin (2004)
Ryan et al. 2001
Ryan et al. 2001
Silverberg et al. (2002)
Lynch & Smith (2010)
Hager & Brudney (2004b)
Hager & Brudney (2004b)
Hager & Brudney (2011)
Competing Commitments (other
Efficacy (worthwhile work) possible activities) and other
external factors
Project organization
Social – relationship with others
Supervision (loyalty towards the
supervisor)
Recruit the right applicant
Adoption of VM practices
Positive approach of the organization
Age of volunteer (older) Age of volunteer (younger)

The study of Hager & Brudney (2004b) looked the factors more generally, they compared
different charities, their degree of VM practice adoption and the retention of volunteers.
They found two important factors which have impact on commitment: organization which
focus on satisfying volunteers and adopt volunteer management practices experienced high
retention. Ou stud sho s that ha ities that adopt the p a ti es ost di e tl o e ed
with satisfying volunteers eap the highest ates of ete tio (Hager & Brudney, 2004b,

38
p.12). Their study also found that the orga izatio s app oa h is i po ta t. O ga izatio
which have a perception that volunteer are costly (because of the unreliability and poor
work habit), have lower retention rate than charities whi h did t ha e this pe eptio
(Hager & Brudney, 2004b).
These factors maybe not all play a significant role in commitment but important to recognize
what are the factors which are out of the capacity of the organization.
As this chapter discussed, there are several factor which affect the volunteer satisfaction and
commitment. The categorization of the factors may help NGOs to assess that what part of
their program can lead to satisfaction or dissatisfaction. The Figure 8 provides an overall
picture about how the most significant factors affect the satisfaction and commitment,
indicating that the commitment is important for the organization outcome.

Figure 8. Co e ti ity et ee fa tors, olu teers’ satisfa tio , o it e t a d orga izatio ’s out o e (inspired by
Silverberg et al., (2002) and the literatures used in chapter 2.5)

Reflection - Volunteer motivation, satisfaction, commitment

Although the research area of voluntarism is just started to gain ground, the findings support
each other. The motivations of the volunteers and the factors which affect the satisfaction
are multifarious. Gain more understanding about these items, help to improve the
recruitment and the volunteer program in order to reach higher commitment.
The model of Clary et al. (1998) Volunteer Functions Inventory – VFI is a useful method to
gai i fo atio a out the olu tee s oti atio thus the olu tee p og a can be

39
changed in order to give rich experience to the volunteer. The challenge of this method that
the method include a survey making which would take a lot of time and energy from the
manager, besides a formalized procedure may discourage the volunteers (and the
coordinator). This model maybe not so practical for the organizations. The survey on a bigger
scale (such as environmental volunteers) would give a more complex picture and the result
could be used by organizations. Understanding the volunteer motivation of a population
su h as e i o e tal olu tee s is useful, ut to assess the o ga izatio s olu tee s
seems more unnecessary and extra work. Furthermore the assumption of the study is that if
the volunteers experience meet with their motivation, it results in satisfaction and
commitment. Although this chapter discussed that the motivation can change over time
(Ryan et al., 2001) and the satisfaction and commitment are determined by other factors as
well.
The satisfaction of the volunteers are depends on different factors, some relate to the
organization management (e.g.: supervision), some to the work itself (e.g.: opportunity to
use skills a d so e to the olu tee s pe so al g o th e.g.: self-esteem). According to the
studies satisfaction lead to commitment (Bussel & Forbes; Galindo-Kuhn & Guzley, 2001;
Silverberg et al., 2002; Hager & Brudney, 2004b). Therefore organizations which wish to
increase the retention, the solution is to focus on satisf i g the olu tee s eeds Bussel &
Forbes).
Although the organization cannot control the volunteer satisfaction and commitment in
every case. Studies categorized the factors in different way which makes it harder to see
how much impact the organization has on certain items. What are the factors which can be
changed by volunteer management, and on what factors the organization have less impact
or what are the factors which are out of the scope of the organization.
The reason to satisfy the volunteers is to increase their commitment therefore the
organization can benefit more from the cooperation. Knowing the factors which have impact
on the satisfaction and commitment, the organization can estimate what level of investment
need to increase the retention. However involving volunteers brings some challenges to the
organization (Lough et al., 2011). How can an organization know whether investing in
volunteers is worth or not? Or how they can evaluate the efficiency of the volunteer
program? In order to have a clear picture about the net benefit of the volunteer involvement
for the organization, have to assess the challenges and benefits. The following chapter will
examine what are challenges and barriers of volunteer involvement and what benefits the
volunteers bring to the organization.

40
2.6 Costs and Benefits – Does it worth to invest in volunteer program?
The volunteer involvement brings benefits to the organization (Hager & Brudney, 2005)
however they require use of resources as well, which may cause challenges (Lough et al.,
2011). The arising challenges may discourage the organization to invest its limited resources
in volunteer programs. Especially the unpredictably of volunteer help makes it hard to plan
for long term. It is hard to decide until which level of investment in volunteer program is
worth (to provide rich experience to satisfy volunteer and bring benefit for the organization).
And which level of investment is distract the resources and make the volunteer program
more costly than beneficial. Therefore it is important that the organization can able to
predict the outcome of the cooperation, thus their needs meet with their experience. To
a le to e aluate if it s o th to i est i olu tee p og a o hi h le el of i est e t
worth and not distract the resources, first have to consider both the costs and the benefits
of voluntarism. Net e efits of a agi g olu tee s is the alue of the e efits that
volunteers bring to the organization when the costs of dealing with recruitment and
a age e t halle ges a e take i to a ou t (Hager & Brudney, 2004a, p.5).
The organization has high benefit if they have more committed volunteers. With trained,
experienced volunteers the organization spend less resources on recruitment, training and
can entrust more complex task on them (Kempton, 1980; Ryan et al., 2001). In order to
increase the commitment of the volunteers, many literature suggest focus on satisfying
volunteers eeds (Hager & Brudney, 2004b; Ryan et al., 2001).
Although less study examine what this effort (focusing on volunteer satisfaction) means for
the organizations. How the organization can predict what will be the outcome of the
investment. It s i po ta t that the o ga izatio k o s the li itatio s a d ad a tages of
volunteer involvement, knows in which stage of the VM Cycle the challenges arise.
This section first will focus on the challenges that organizations face in conducting a
volunteer program. The following section takes into account the benefits what the
organizations gain. And discuss what the volunteer help means to the Environmental
Protection sector.

2.6.1 What are the Barriers and Challenges of Conducting a Volunteer Program?
Usually the evaluation of volunteer involvement focus on the benefits and not consider the
challenges (Hager & Brudney, 2005). To assess the volunteer program and its outcome, it is
necessary to consider both benefits a d halle ges f o the o ga izatio s pe spe ti e
(Hager & Brudney, 2005). The economic evaluation assess the financial net benefit, this
approach might not be suitable because mainly the benefits which the volunteers bring, has
ot fi a ial alue o assess its fi a ial alue a e e o d the o ga izatio s apa it
(Hager & Brudney, 2005). The other evaluation is the assessment of the volunteer program,
degree of success in delivery service. The study of Hager & Brudney (2005) introduced a
method which aim to measure the net benefit of volunteer involvement. The managers can
indicate the extent of the challenge and the extent of the benefit of recruitment and
management. Their conclusion is that this barometer of volunteer involvement evaluation
can be used by the managers who would like to assess the progress of the volunteer

41
program or compare with other organizations. This section use their approach and include
additional items (which were identified by the literature) to examine the challenges, barriers
and benefits of voluntarism.

Although NGOs are varying from each other, the arising issues are similar. The main barriers
are related to the resources in which organizations are usually limited: the lack of time,
energy, human and financial resources. First there is a description of the issues which linked
to every stages of the Volunteer Management Cycle (have an effect on the whole process).
Later it discusses the challenges which linked to the volunteer activity (the period when the
volunteer join to the organization (the recruitment, training, work and supervision stages of
the VMC).

Lack of human resource

The lack of paid staff is one of the main issue (Hager & Brudney, 2011). The problem of
lacking of paid members relates to the ability of the organization to retain volunteers
(McIntyre, 2008). Usually the person who is responsible for the volunteer program,
responsible for other tasks as well, hence has to divide his/her energy and time between the
duties (Hager & Brudney, 2004a). Several study found that the supervisor is an important
fa to . With respect to management practice, the clearest finding in this study is that
recruitment problems are lessened in organizations that invest in training for paid staff
members who work with volunteers (Hager & Brudney, 2011, p. . Moreover the study
of Hager & Brudney (2004a) found that having a volunteer coordinator (the time what the
coordinator spends on managing the volunteer program) result in higher net benefit (for the
organization) than organization without an identifiable coordinator (Hager & Brudney,
2004a). Unsurprisingly, not having a volunteer coordinator is associated with the lowest
average level of net benefits. (Hager & Brudney, 2004a, p.9).

Lack of time
Lack of time is always an issue (like in every other job). Coordination of volunteers and
management of the program require a lot of time (Hager & Brudney, 2005).

Finance costs
The costs of conducting volunteer program can be variable, some organization defray the
transport, lunch, parties, provide equipment, organize camping or give some present for the
volunteers O B ie et al., . Lack of funds can be a barrier of managing volunteer
program (Hager & Brudney, 2005).

Above mentioned issues are general barriers of volunteer involvement. Below there is a
description of the challenges which linked to the volunteer activity (the recruitment,
training, work and supervision of the VMC stages).

42
Recruitment
Some organization have challenges to recruit sufficient number of volunteers, to reach its
target groups or recruit the volunteer with the right skills (Hager & Brudney, 2005, 2011). As
the study of Hager & Brudney (2011) examined there are two types of factors which affect
the success of recruitment. The nature category include the factors which cannot or hardly
changed by management practice, such as age of the volunteers and level of volunteer
involvement. The other, nurture category includes the items which can be altered by
volunteer management practices, such as number of recruitment method and having a
designated coordinator. With espe t to a age e t p a ti e, the lea est fi di g i this
study is that recruitment problems are lessened in organizations that invest in training for
paid staff e e s ho o k ith olu tee s (Hager & Brudney, 2011, p. 152).

Lack of knowledge in human resource management

Managing volunteers require a lot of skills from the coordinator/manager (e.g.: good
communicator, good organizer, know how to motivate people, see the importance of
teambuilding, can handle conflicts (CIB, 2000). The study Taylor et al. (2006) noted that
human resource management fosters organization effectiveness (by practices such as
training, clear communication, empowered participation) (Taylor et al., 2006). Although
usuall the o ga izatio s e e s a e ot educated in management area (more in
environmental science) which may cause difficulties (Graham, 2004; Lynch & Smith, 2010).
Training or using literature might promote the ability to manage volunteer program in a way
that both participant benefit (the projects achieve its aim and the volunteer is feeling
supported) (Ringer, 1996).

Volu teers’ eha iour a d skill

The othe ki d of halle ge elates to the olu tee s behaviour. The olu tee s
unreliability, absenteeism and poor work attitude can be a problem for the organization
(Hager & Brudney, 2005). It is hard to plan for long term and predict the outcome if the
a age s do t k o the le el of work habit, responsibility and work commitment of the
applicant. I the stud of Hage & B ud e a the 'a se teeis , u elia ilit as the
most common issue for the organizations. It is difficult to coordinate all the task wisely and
effectively when the volunteers are uncertain about their time commitment or not reliable
about their work attitude (McIntyre, 2008). The study of Hager Brudney (2004a) suggest that
the p o le of u elia ilit a a ises f o the lo olu tee a age e t apa it p. .
It says that organization which can able to spend more resources on volunteer management,
have designated paid staff to supervise volunteers, is less likely to experience non-
productive behaviours (Hager & Brudney, 2004a).
The further challenge is to hire the right volunteers for the position (according to his/her
skill, knowledge, reliability) (Hager & Brudney, 2004a). The informality and lack of standards
for the selection of the applicant may lead to hire a less suitable person which later on might
affect the work performance and commitment (Lynch & Smith, 2010).

43
Volunteer job types
Earlier in this study, the chapter 2.4.2 discussed how the work (job type, work environment)
relates to the satisfaction of the volunteer which emphasize the importance of possibilities
job types.
Providing rich experience to the volunteers is important but there can be limitations for
volunteer involvement (CIB, 2000). One of the most important issue is that some
o ga izatio s p oje t al ead ha e e isti g a age e t eeds O B ie et al., ,
p.60). For these organization it is more difficult to recruit people O B ie et al., . Other
organization (in other sectors such as sport) aim to find a program which the community,
ta get people a t. “o the uild up the p oje t fo the people s eed. This a is eall
different compare to the organization which has an existing project or target. The ideal is if
management needs and volunteer needs are met O B ien et al., 2008).
Knowing the challenges of conducting a volunteer program are useful for the NGOs to gain
an clear picture about the limitations and can able to prepare for the arising problems. On
the other hand we can gain a more objective view about the efficiency of the volunteer
program, if we consider the advantages of voluntarism for the organization. The following
section will describe the different benefits the literature identified.

2.6.2 What are the Benefits of Voluntarism for the Organization?

Most of the literature focus on the benefits what the volunteer gain or the benefits in
general to the community. Although the organization benefit from the cooperation in many
different ways beside the obvious profit, the extended capacity by the increased work
labour.
Benefits what the volunteers bring
They can take over a lot of task for which the organization couldn´t have capacity (Hager &
B ud e , ; O B ie et al., ; ‘ a et al., . Besides the obvious benefit (cost
saving), the organization can gain more from this cooperation. To examine these benefits
help the organization to have a clear picture about the role of the volunteer in the
organization.
The volunteer can increase the capacity of the organization (especially when they can work
independently), increase the quality and scope of service by perform activities which the
organization could not complete (Hager & Brudney, 2005; Lough et al., 2011). The other
advantage of involve volunteers is their skills and knowledge with which they can improve
the o ga izatio ope atio (Hager & Brudney, 2005).
Furthermore the advantages are that the organization can outreach its message. If the public
sees the support of volunteers for a cause, it builds up awareness for nature, may engage
people with nature O B ie et al., , and it can also improve public relation which may
lead to increasing financial aid (Hager & Brudney, 2005). Working with volunteers also mean
to teach them about the environmental issues and the possible solution, this enhance pro-
environmental behaviour O B ie et al., .

44
The benefit of 'satisfying the volunteers' is that it has a positive effect on the retention rate,
in addition it is more likely that satisfied volunteers promote the project to their friends
(Ringer, 1996) thus help to recruit people. A good relationship with the volunteers implies
good relationship with the public (Ringer, 1996), which means good reputation for the
organization. Committed volunteers mean a lot of help to the organization and to the
coordinator personally. The organization use less resource on training and recruitment and
the coordinator can have an assistant. Experienced volunteers can perform tasks better
(Ryan et al., 2001),
Additionally, the voluntarism brings benefits in a broader way not just to the organization.
Several studies analyse the advantage for the individual (health improvement, self-esteem,
learning) and for the majority: economic, community development O B ie et al., .
"Governments worldwide are realizing the social and economic benefits to be gained
through developing volunteering as a leisure pursuit." (Graham, 2004, p.28). This finding
makes it more necessary to examine the benefits of voluntarism.

Benefits from external opportunities - Collaboration with other organizations

The collaboration means that the organization work together with other environmental
organization or other association, school, institution. Working together with other
organizations (environmental and other) can help to solve problems, to learn from others,
reach more people. Organizations with the same aims can join together, combine their
resources to achieve the shared goals. (McIntyre, 2008). Partnerships can help to improve
different areas at the organization (McIntyre, 2008) and shared resources can give an
opportunity for external support (Plummer & Fitzgibbon, 2004). Furthermore
managers/coordinator who wish to learn more about the management practices, may find it
useful to share experience and knowledge with other managers, thus a network where
o ga izatio s o a age s a sha e i fo atio a help the o k CIB, .
The study of Hager & Brudney (2004a) discuss that the organization benefits more when
they invest more in Volunteer Management Capacity. There is a "direct relationship between
greater adoption of volunteer management practices and net benefits from volunteers"
(Hager & Brudney, 2004a, p.8). They found that organizations have higher net benefit if they
are invest in volunteer management capacity (adoption of VM practice and having a
designated coordinator); and when the organization have high level of volunteer investment
(give more responsibility, trust volunteers with greater role, provide more possibility for
volunteers to use their skills, opportunity to participate in the operation of organization).
They also found the size of the organization has little effect on reaching higher net benefit.
They discuss that organization can benefit most from voluntarism when they overcome the
challenges of managing volunteers. And the use of management practices is relevant to
overcome the challenges (Hager & Brudney, 2004a).

2.6.3 How the Environmental Protection Sector Benefit from voluntarism?

The volunteers bring benefit for the environment too. They accomplish a lot of work to
protect and improve the environment and/or nature habitats O B ie et al., 2008). They
contribute in Environmental Protection in a practical way, habitat restoration (clearing, tree

45
planting), monitoring, maintain habitat quality (cleaning the area) O B ie et al., ;‘ a
et al., 2001). Maybe the direct impact of one project on the environment/nature habitat is
minor because it consists of one or just a just few action, however the increasing number of
such a projects imply that the collective effect of them may be significant (Church & Elster,
2002).
While the direct impact is minor, the indirect impact in local, national and worldwide level
might be more momentous: involve people in the environmental issues; promotion,
education and awareness raising; promoting of pro-environmental behaviour, these acts all
contribute to enhance environmental protection (Church & Elster, 2002; Ryan et al., 2001).
A d it a also i g ha ges i the i di idual s attitude, o e atta hed to the lo al, atu al
area (Ryan et al., 2001), reconnect with nature environmental voluntarism can be a way
to a ds healing relationship with the natural world (Miles et al., 1998, p.39).

Reflection – Costs and Benefits of voluntarism

The volunteers brings benefits to the organization (Hager & Brudney, 2005) however they
may cause challenges due the use of resources (Lough et al., 2011). Some of the challenges
may discourage the organization to invest or increase the level of investment in volunteer
p og a . The highe i est e t a dist a t the esou es f o the o ga izatio s
o je ti e. Ma ENGO is al ead la k of esou es a d it s i po ta t the a a le to p edi t
the outcome of their investment. The best possible situation for a volunteer-oriented
charity is to invest enough resources so that it has both fewer challenges and greater
benefits from its volunteers Hage &B ud e , a, p. .
The evaluation of the efficiency of the volunteer program may help to estimate which level
of investment increase the benefit of volunteer involvement and do not distract the
resources. According to the studies the adoption of VM practice help to overcome the
challenges and result in high net benefit (Hager & Brudney, 2004a). However it could be that
other factors also play role in volunteer program efficiency. Considering these factors,
different ENGOs may have to adapt disparate practices to reach high net benefit.
There is not enough information how the organization s characteristics may affect the
efficiency of recruitment, satisfaction and retention of volunteers and the performance of
the program. This information determines the capability and possibility of adoption of VM
practice (the way and level of adoption of different practices). While adoption of
management practice have a lot of benefit, organizations have their own limits and abilities
related to maintaining volunteer programs.
The chapter 2 provided an overview on volunteer management with the help of Volunteer
Management Cycle. It collected information about the VM practices, factors which affect the
volunteer commitment and the challenges and benefits of volunteer involvement. This
information contributes to gain better understanding about the how the volunteer program
efficiency can be increased. It may help the organization to predict the outcome of their
investment and determine the level of investment what they can/wish to do.

46
3 Chapter three: Introduction for the NGOs included in the study
and data collection was used

3.1 Selected Environmental Non-Governmental Organizations

The ENGOs are non-profit organization with the concern of Natural Resource Management
for Conservation. It has to be noted, that the form of NGOs is diverse, can be association,
charities, foundations or specially registered NGO (Stillman, 2007) and one of the examined
organization is a foundation (The Danish Bird Protection Foundation (Fugleværnsfonden)
although it does not affect the research.

Criteria behind the selection

I choose Non-governmental, independent civil organizations; NGOs concerned with natural
resource management; works with volunteers often or rarely and located in Hungary or
Denmark (as these organization were accessible). It was not necessary that the selected
organization has volunteer management plan or strategy but to work with volunteers. The
reason choosing organization with different level of volunteer management was to explore
the different perspectives, experiences thus give a broader view to the subject. The selected
ENGOs, the interviewees and their job title are indicated in Table 4.
Table 4. The selected ENGOs and interviewees, the time and place of the interviews

Time and Place of the

ENGO Interviewee
interview
Norbert Schmidt, volunteer 11.08.2014, Budapest,
Greenpeace Hungary
coordinator Hungary
MTVSZ (Hungarian National
Society of Conservationists, Klára Kiss, project 11.07.2014, Budapest,
Mag a Te észet édők coordinator Hungary
Szövetsége),
MME (BirdLife Hungary, László Kincses,
15.07.2014, Budapest,
Magyar Madártani environmental education
Hungary
Egyesület) officer
Alexa Antal, marketing and 09.07.2014, Budapest,
WWF Hungary
communications officer Hungary
LM Hungary (Clean Air
Zsuzsanna Papp, project 12.09.2014, Copenhagen,
Action Group, Le egő
coordinator Denmark
Munkacsoport)
DN (Danish Society for
Nick Leyssac, organization
Nature Conservation, 22.09.2014, Copenhagen,
officer (project leader of
Danmarks Denmark
Gi e atu e a ha d
Naturfredningsforening),
FVF (The Danish Bird
Marie-Louise Olsen, project 24.09.2014, Copenhagen,
Protection Foundation,
manager Denmark
Fugleværnsfonden)

47
Short presentation about the ENGOs and their objectives:
Greenpeace Hungary: Its main aim to promote environment conservation and pro-
environmental behaviour, focusing on different environmental issues
(greenpeace.org/hungary)
MTVSZ: Its main aim is protection of nature and promotion of sustainable development,
focusing on different environmental issues and influencing policymaking (mtvsz.hu).
MME: Its main objective is to protect bird species, their habitat and the biodiversity
(mme.hu).
WWF Hungary: Its main objectives are preserving biodiversity, and endangered species, stop
the degradation of natural habitats and focusing on different environmental issues (wwf.hu).
LM: It s o je ti es to promote sustainable urban transport, sustainable energy policy and
protection green urban areas (levego.hu).
DN: It s main aim to protect the natural ha itats i De a k, to e su e people s a ess to
the natural habitats (dn.dk).
FVF: It s ai fo us o preserving areas in order to create habitats for birdlife.
(fuglevaernsfonden.dk)
All the organization focus on raising awareness about the environmental issues.

The structure of the organizations

The structure of an NGO can differ, under the director (or board of director) there are the
depa t e ts hi h fo us o o e su je t, a d pe fo the o ga izatio s p og a (CIIR,
2005). The Volunteer Program (subject) can have its own department or belong to one of
the department. Among the examined NGOs the Volunteer Program is managed by different
(communication, education or project management) departments, at the DN and
Greenpeace it s belong to the Volunteer Coordination or Volunteer Unit.

Organization types
The examined organizations are categorized into 3 different type (Table 5). This
categorization was done in order to see the pattern during the assessment of Volunteer
Management Practice adoption. The organization which have high investment in Volunteer
Program refer to the act that the organization has the capacity to have paid volunteer
coordinator, has separated financial resource, there is a high level of VM practice adoption
a d high le el of olu tee i ol e e t i the o ga izatio s operation. The Low or
moderate investment refer to the act that the organization has Volunteer Program and
a ages the a ti ities ho e e does t ha e apa it fo desig ated olu tee oo di ato ,
separated financial resource for volunteer program, there is a low or moderate level of VM
practice adoption.
Table 5. The examined ENGOs categorized by their level of volunteer investment and number of volunteers (constructed
with Iben Nathan).

Many Volunteers Few/No Volunteers

No organization of
High investment Greenpeace
this type
Low, moderate
MME, FVF, DN MTVSZ, WWF, LM
investment

48
The other important feature of the organization is that how much they depend on the
volunteer help. Some organizations depends on volunteer help in order to perform its
projects and to operate. Organization which depends on volunteer moderately imply that
although they need volunteer for certain task, the operation of the organization not
necessary depends on volunteer help. While other organization work with volunteers
occasionally, involve them in tasks which are not indispensable of the operation. The Table 6
shows that the dependency of the examined organization.
Table 6. Organizations dependency of volunteer help (based on the interviews)

Organization operation Organization operation Organization operation does

strongly depends on moderately depends on not depends on volunteer
volunteer contribution volunteer contribution contribution

Greenpeace, MME, DN, FVF MTVSZ LM, WWF

3.2 Data collection method used in the research

Introduction
The earlier chapter provided an overview on the Voluntarism and Volunteer Management.
This chapter describes the method used in this study. It explain why qualitative research was
appropriate to this study, what are the limitations of this technique. The Purpose of the
study to gain knowledge about Volunteer Practices at ENGO. Understand the challenges and
benefits of working with volunteers. And search how the volunteer practices affect the
Nature Conservation Practice (Natural Resources Management for Conservation) or
Environmental Protection activities of the organization.
After the general topic was chosen, a research strategy was developed. The research
strategy included the kind of data I had to collect, how I can collect it, what kind of group I
want to analyse, what kind of technique I need to use and how I will analyse the collected
data. First the information was collected from the literature. After the interview questions
were constructed, the interview were carried out with the selected ENGOs. Later the
interviews were analysed.

3.2.1 The reason of starting this research

In 2013, I did my internship in San Francisco, Mexico at Grupo Ecológico de la Costa Verde.
This Non-Governmental Organization aim to protect the marine turtle species and their
nesting habitat in San Francisco, Mexico. The organization host volunteers who help to
perform the tasks. The organization achieved several success, including awareness raising,
education of local people and especially children, involving locals and tourist in the
conservation practices and of course the increasing number of nesting marine turtle at the
beach of the town. Although the organization have a lot of success, I saw they have issues
e uiti g a d etai i g olu tee s. Talki g ith the o ga izatio s e e s a d othe

49
people who experienced in leading non-profit organization, I started to read about Volunteer
Management and its effect on the success of volunteer programs. However the studies
found that VMP adoption improve the volunteer program, I could also see that organizations
which are lack of resources cannot able to invest in volunteers as much as the VMP requires.
And focusing on the volunteers may distract the o ga izatio s esou es. Fu the o e,
focusing on the volunteers or on the image of the organization may divert the organization
from its aim. On the other hand there are organizations which with low investment could
have a well-functioning volunteer base. Therefore I wanted to search how the volunteer
management process is functioning in different organization with different level of
investment, how does it affect the volunteer program and thus the how the volunteer help
translate into the Nature Conservation Practice.

3.2.2 Literature
The data collection started with reading literature, searching for similar studies in order to
know what others found, what questions were raised and what are the gaps of this area. The
literature was collected by different topics: Qualitative methods, Voluntarism in general,
Volunteer management/strategy/coordination/recruitment; Motivation of volunteers and
environmental volunteers; Factors affecting Volunteer satisfaction/commitment/retention
(in general and environmental field); (Factors affecting employee satisfaction, Ecotourism,
Volunteer tourism) , Voluntarism in the field of science, nature conservation, nature; NGO-s
strategy in general, NGO management in general and sustainable NGO management, Nature
Resource Management for Conservation. Some studies were diplomas, some were articles.
The literature review helped to narrow down my research topic and formulate my interview
questions.
The chapter 2.5 contains tables about the motivation of the volunteers, and two other about
the factors which affect the satisfaction and commitment. While the literature provided
enough information about these two topics, every studies used a different categorization of
the items. The subdivision of the items are differ in every study, because some study may
use less category (thus integrate different motives under one category). The categories in
this study were elaborated from these literature, and try to cover all the aspects with this
subdivision.

3.2.3 Research design

This study focuses on the qualitative information about the volunteer management with its
benefits and barriers. The research design details the process of the work. First, the research
question and the objectives were decided. The objectives determines what kind of method
should be used and what the criteria are for the selected participants.
After the research question and the objectives were determined, the interview questions
were written (see appendix 8.2). The development of the interview questions were based on
the Volunteer Management Cycle model (CIB, 2000). The VMC gives a detailed description
about the management practices, include recommendations. Furthermore it was based on
literature on volunteer motivation, satisfaction and commitment (Bussell & Forbes, 2003;
Clary et al., 1998; Galindo-Kuhn & Guzley, 2001), additionally studies focusing on

50
environmental volunteers Do ald, ; Ma ti ez & M Mulli , ; O B ie et al., ;
Plummer & Fitzgibbon, 2004).
After the interview questions were written, the selection of organization started. As the
criteria for the selected organization was mentioned above, I choose NGOs with the concern
of Natural Resource Management for Conservation. The other important feature was to
place in Hungary or Denmark due that I could carry out the interview in these two countries.
After the ENGOs were selected, the letter of invitation was sent to them by email. The letter
contained the reason of the contact with them, the request for an interview from an
organization member who manages the volunteers, the topic of the research and the brief
background of the researcher. After a positive response, a second letter was sent with the
details of the research topic, a sample of the questions and a request for the interview date.
The information was collected and treated:
When the appointment was decided, I went to the organization to carry out the semi-
structured interview. Some of the interview were taken in Hungary (July, August) and some
in Denmark (September). The interview participant were either a designated volunteer
coordinator or, for organizations without a designated volunteer coordinator, an employee
who usually manage the volunteers. On the interview first I asked if we can talk informal and
if I can use recorder. After the intervie I asked if I a use thei a e a d the o ga izatio s
name in the thesis.
During the interview I followed the printed questions but if the talking went in a different
way I let the interviewee to express his/her opinion. The interviews were lasted between
one and two hours and recorded by recorder. The interviews were recorded in order to have
the full attention on the responder (taking notes takes the attention of the interviewer).
Beside the recorded interview proved more validity and reliability, the information is precise
and exhaustive. This recorded data allows to have a more detailed, comprehensive analysis
(Thietart, 2001).
After the interview was finished, the participations was thanked for his/her time and
contribution and also discussed the further step of the research, ensure the responder that
the report will be sent back for control. It was necessary to write down the interview on the
same or following day using the records thus I could easily remember the details. The
records were used to write the transcription of the interviews. After I put together the
interviews, I sent this extract of the interviews to the interviewees to check if I interpret well
the talking and correct or comment on it.
In fact, the interviewees were seemed to be pleasant to ask about their work and the
importance of voluntarism. I suppose this topic is not discussed very often and they seemed
pleased to express their opinion about their volunteers. And also they make me sure that
how much they appreciate their voluntee s help a d ho i po ta t it is fo the
organization.

51
3.3 Interview types – Semi structured interview
The data was collected through personal interviewing. There are several types of interview
method: structured, semi-structured and unstructured. Depends on how much the
researcher wants to control the line of the conservation, how much structure does it need
(Esterberg, 2002).
The structured interview type is the most controlled one, the questions are close-ended, the
responses are determined (Esterberg, 2002). This type was not suitable for this research
e ause it does t gai deep i sight, does t allo ed the pa ti ipa ts to e p ess thei
perspective. The other type is the unstructured interview which approach is free, the
questions are not structured and it allows to lead the conversation freely (Esterberg, 2002).
This approach was not adopted to this study because structure was necessary to gain the
appropriate information to answer for the research objectives.
The semi-structure or in-depth interview was suitable for the research. This method is more
flexible than the structured format. The questions are structured but the topic are discussed
more openly hence it allows the interviewee to express his/her opinion. Hence the
interviewer gain more information about the espo de s pe spe ti e. This t pe of i te ie
is flexible and the interviewer have to pay attention to the responder and follow his/her
approach to the subject (Esterberg, 2002). However the structure of the questions help to
lead the conversation in the right direction if the responder would wander from the main
subject. The semi-structured interview format is open enough to let arise the subjects, issues
with which the participant face with and allows to explore, gain deep insight into the arising
issues. Therefore the semi-structured interview type was chosen for this research in order
to gai ette u de sta di g of the espo de s pe eptio .

Analysis of the interviews

The interviews were analysed which means examine the text in a systematic way (Esterberg,
2002). The focus was on which subject was arise more often and the different perspective
about the same issue. The response were put together into one form. The answers were
categorized into themes, under a certain theme the related answer from the organizations
were included. The theme was highlighted as a title. Under the title the response of the
organizations were put into certain order. The interview was reread to find all the related
answer for the certain topic. This was done due that the pa ti ipa ts a s e s a li k to
various topics.

3.4 Transferability
Transferability means that first the researcher has to examine if the findings can be
generalized to other population or other areas, afterward analyse if the findings can be
transferred and use in other areas (Thietart, 2001). Theoretical inference was used to
generalize the findings, to approach from a view that the topic is important for wider sector
therefore inference can be drawn (Ritchie & Lewis, 2003).
The consideration was based on the notion that how other ENGO might use the information,
how the participants can use the information from/about the other organization. The

52
findings might be useful for volunteer managers, organizations who face with the same
issues. Although there can be knowledge gaps which would need deeper and longer
research. Additionally the organizations and their volunteers are unique in certain aspects
therefore the findings may not be suitable for every organization. But it also highlight the
differences between organization and the importance of gain more knowledge about the
different volunteer management approach.
As the study of Ritchie & Lewis (2003) argue, researcher cannot predict the transferability of
their findings, to see which information is relevance, to understand which other population
has si ila ities a d a le to use the fi di gs. The ge e alizatio of the fi di gs ust
si ila l e a atte of judg e t (Ritchie & Lewis, 2003, p.268). And the researcher must
gi e a thi k des iptio hi h ea s to p o ide detailed i fo atio a out the
circumstances and context.) of the findings, phenomena. Thus the reader can assess the
meaning of the findings and judge its transfe a ilit . The i fe e e ust est as a
h pothesis u til p o ed o disp o ed fu the e ide e (Ritchie & Lewis, 2003, p.268). As
it is noted in Ritchie and Le is the e is a a gue a out that ause a d effe t of so ial
e ui a o l e spe ulati e . Even assuming that is so, qualitative methods still have a
crucial role in identifying the important influences and in generating explanatory hypotheses
(Ritchie & Lewis, 2003, p.28). Therefore this study include a detailed description about the
circumstances of the research and the findings.

3.5 Validity and Reliability

The validity refers to the accuracy of the data and findings of research reading. To ensure
validity, it is necessary that qualitative research contains a precise description about the
method was used, the research context and the findings (thus allow others to assess its
validation). To e su e alidit , it is i po ta t that the sa ple sele tio does t o tai s
bias, participants can fully express their opinion and the identified phenomena expresses the
meaning of the participants espo se (Ritchie & Lewis, 2003).
The reliability refer to the replicability of the research findings (the findings would be
repeated if another research would be carried out with the same method). There is a
concern about the reliability of qualitative research due to that it is complexity of the studied
phenomena (Ritchie & Lewis, 2003). To make certain the reliability, it is necessary to ensure
the quality of the data and its interpretation and to make a clear, detailed description about
the research process. It is important that the sample selection is without bias, the fieldwork
is carried out consistently, the data is analysed comprehensively and the design of the
research allow all the perspective to be presented (Ritchie & Lewis, 2003).
In order to ensure validity and reliability, the research contains a detailed description of the
method, the criteria behind the sample selection and the process of the research. The
research questions were made clear (or explained if needed), the question were checked to
avoid bias, during the interview the participant can fully express her/his opinion, the data
was carefully analysed.

53
3.6 Strengths and limitations
This study explored the area of Volunteer Management through using past research and
carry out interviews. The aim of the study to gain information and better understanding of
the volunteer management practice, the role of volunteer activity in the organization life and
the place of volunteer management in the organization structure, the benefits and
challenges of volunteer program for the organization. The information about the chosen
organization was collected through interview. With semi-structure, depth-in interview the
responder could freely express his/her opinion. This method allows to explore unexpected,
new arising subjects, furthermore the responder can able highlight the important parts of
the subject hi h the lite atu e past esea h a issed. The ke st e gth of the
ualitati e esea h i pa ti ula is that it a e plo e u a ti ipated issues as the e e ge
(Ritchie & Lewis, 2003, p.47).
The gained information might be used by volunteer managers, coordinators who have
similar arising issues. It can help the organization to approach the voluntarism from a
different point of view and see the limitations of the organization and management also the
part where the organization and management can be improved.

Limitations
The interviews were made with one member of the organization who manage the
volunteers. To gain a wider view, other member of the organization, especially the directors
should have been included. The interviewees mostly gave positive opinion and highlighted
the importance of volunteer contribution. Their opinion maybe not objective which can have
an effect on the analysis and result of the research. For further research it would be
e essa to i te ie othe e e s of the o ga izatio ho does t deal di e tl ith
volunteers but still affect his/her work.
The difficulty of preparing the interview questions was that there is not much research
which would investigate the voluntarism from the organization point of view, therefore
there is not much example which can be followed.
The other limitations that during the in-depth interview I gain information about the opinion
of the manager, coordinator. It might not be objective. The data was collected from the
i te ie s is st o gl depe d o the espo de s opi io . Although du i g the a al sis I
tried to be objective (for the reason of transferability of the findings) by compare the
answers of the responders.
The difficulty with the in-depth interviews that in some topic, the espo de s answers may
differ but it implies the same. During the analysis the researcher have to see the answer
from a distance, without any bias in order to able to make comparison with the other
answers, d a a pa allel, see the si ila ities e e the e a t a s e s do t ese le.
The limitations of the in-depth i te ie is that it does t p o ide ualitati e data. The
qualitative data is useful to make comparison with other organizations.
The possible other methods or approach could have been to carry out survey or interview
with volunteers or make a survey with organization, including more participants. Interview
or survey with the volunteer were not carried out because the study focused the investment

54
of Volunteer Management from the NGOs perspective a d ot the olu tee s feeli g,
satisfaction. Although more research about the environmental volunteers would be useful,
this study focused on the organizations ork. The literature is lack of this approach of VM.
Survey among the organization was not made for the purpose that gain a deep insight of the
VM p a ti e, the o ga izatio pe spe ti e, the a age s opi io , to hea the e pe ie es
from first-hand. For this purpose, the in-depth interview is suitable.
Furthermore the literature which carried out surveys with organizations include questions
which may be irrelevant for the organizations examined in this study. This problem maybe
arises from the fact that most of these studies which (at least) pay attention on the
o ga izatio s pe spe ti e a e a ied out i so ial se to . The efo e the a isi g issues a e
diffe e t. Fo e a ple Hage & B ud e studies a , , were helpful for this
study, but their research focus a lot on the recruitment problem while during the interviews
the e uit e t did t see ed a u ial p o le among the examined ENGOs. Nonetheless,
with the findings of this study a survey could be carried out.
Survey among the volunteers were not carried out because most of the literature focused on
the i di iduals oti atio a d satisfa tio hile I as i te ested i the pe spe ti e
organization. However with the result of this study, a specified survey could be done.

55
4 Chapter four: Result and Analysis

This study examined the volunteer management of seven ENGOs. Semi structure interview
were carried out in order to gain information, understanding about the volunteer
management and its practices, the barriers and benefits. The stud fo uses o the ENGOs
perspective in order to see what are the challenges and benefits of conducting a volunteer
program.
This chapter presents and discusses the result from the interviews. The answers are
presented by themes. It describes the o ga izatio s olu tee a age e t a d its ole i
the organization. In this chapter the responders are titled by the ENGOs where they work.
The information was provided by the responders is useful and valuable, however the data
should be used carefully due to that they give their opinion.
The structure of the chapter follow the VMC model (see Figure 9), the model breaks down
the volunteer management into stages, and therefore it is easy to follow how the VM of the
examined organizations are build up and their role in the organization. There are additional
theme which linked to all stages of the VMC thus
discussed separately.
Structure of the chapter:
1. Planning, preparing
2. Recruitment
3. Induction, training
4. Work, supervision
5. Review, Development
Above all:
6. ENGOs dependency on volunteers
7. Challenges, Barriers, cost
8. Benefits Figure 9. The Volunteer Management Cycle
Additional emerging topics: (based on CIB, 2000)
9. Is there a cooperation between ENGOs?
10. How much the volunteers contribute in Nature conservation?
11. Why does the ENGO works with volunteers?
12. The Volunteer Management at the organization
13. The future of the voluntarism

The organizations are categorized into 3 types depending on the level of investment in
volunteer program and how many volunteers they work with regularly, see Table 7. (some
organization may have lot of volunteer on the volunteer list but it is not necessary mean
the all pa ti ipate egula l i the o ga izatio s ope atio . The a s e s a e g ouped i to
these three types in order to see a pattern of relatedness between adoption of VMP and
their volunteer program.

56
In this chapter the interviewees are called coordinator or manager. They are called
oo di ato if the ha e the title, a d alled a age if the do t ha e this title but they are
responsible for the volunteers.
Table 7. The organizations types (constructed with Iben Nathan)

Many Few/No
Volunteers Volunteers
High Green Peace No organization
investment Type 1 of this type
MTVSZ, WWF,
Low MME, FVF, DN
LM
investment Type 2
Type 3

4.1 Planning and Preparing

A plan is a strategy which sets up standards and gives direction in order to use volunteer
labor efficiently (Shin & Kleiner, 2003; CIB, 2000). While some organization have volunteer
management and designated volu tee oo di ato , othe o ga izatio do t use sta da ds
for the volunteer program but have a person who is responsible for the tasks. Majority of
the organization do adapt communication and supervision as a management but other
practices are not fully implemented. In general there is not much paperwork involved in the
process and practices such as interviews or feedbacks are informal.
Type 1 (Greenpeace)
The volunteer management has its own section and a designated coordinator. The
coordinator work full time with VM (plus he has additional task). The volunteer activities are
mostly at the main office.
Type 2 (MME, FVF, DN)
There is volunteer management but not written form of volunteer management
plan/practices. There is no designated coordinator, the person who work with volunteer has
other responsibilities. At the main office (capital city) there is low or no volunteer activity.
There are local volunteer groups who work in the countryside.
The MME have two type of volunteers, the local groups at the countryside and volunteers at
the main office.
Type 3 (MTVSZ, WWF, LM)
There is no particular management plan except at the MTVSZ. It is important to note that
the MTVSZ and LM earlier had more intensive volunteer program with more volunteers. In
the period when they applied VM practices, put more energy in the program and volunteers
had more active role, it worked very well. Later on the intensiveness of the program
decreased and so the volunteer number. Presently the volunteer program is in moderate
level at the MTVSZ, and low level at the LM. The volunteer activities are mostly in the main

57
office. There is no designated coordinator, the person who work with volunteer has other
responsibilities at the organization. The WWF does t ha e egula olu tee p ogram, they
do it occasionally for educational or communication reasons. The reason behind that the
volunteer program management distract the resources (time, energy, human and financial
esou es a d the do t ha e p og a i hi h the a i ol e olunteers.

Small discussion
Except the Greenpeace (type , the ENGOs do t ha e full ti e volunteer coordinator, the
person who responsible for the volunteers, has other duties at the organization and the
responders have different job titles. This can also refer to the level of VM adoption, and the
place of the VM in the organization.
The duties of the coordinator is vary because it depends on independency of the volunteers.
There is a difference between the type 2 and the other ENGOs, the type 2 ENGOs have local
groups which work in the countryside. While the other ENGOs have their volunteer activity
mostly at the main office, working together with the coordinator.

4.2 Recruitment
The aim of the recruitment is to attract people and to give information about the volunteer
possibilities.
Although the literature focus on the recruitment of the organizations and the arising issues.
According to the interviews, people have the motivation to volunteer and the recruitment is
not or not the biggest issue for the organization. However the DN organization (type 2) have
program, Gi e atu e a ha d which intend to involve the public into the local nature
conservation work and recruit new member. The othe o ga izatio s do t appl a pa ti ula
recruitment (it can mean that occasionally they do recruitment but not strategically on
regular basis). Usually the volunteers apply online or personal at the events. The application
form to accept the individuals are rare, the selection or interviews if there is any are
informal. It was highlighted by two responders that everybody can find his/her place in the
organization (Greenpeace, FVF pers. comm., 2014).
A o di g to the i te ie s, the e uit e t does t take e t a effo t f o the
organizations.

4.3 Induction, Training

Most of the organization noted that there is no need for particular training because of the
job t pe hi h does t e ui e additio al edu atio . I ase of the lo al g oups, the
volunteers work independently thus teach the new volunteers. Occasionally, if there is a
need for additional training, the organization offer it for the volunteers. The induction is
vary between the organizations.
Type 1 (Greenpeace)
There is an induction day for the applicants. There are several training for the volunteers
depending on the job type they wish to do.

58
Type 2 (DN, FVF, MME)
There is no particular induction day or training for certain task. The volunteer join to an
activity and learn during the work. In case of the countryside groups, the volunteer learn
from the other volunteers. This comes party from that the main offices has no or few
volunteer, therefore no need for induction day. The MME which has volunteer at the main
office and in the countryside as well, pays attention to train volunteers who work at the
main office. The manager involves the volunteers in tasks which suit to their skills. The DN
have local groups which work independently. Presently the DN pay attention to teach the
local groups for additional tasks (e.g.: recruitment) beside the usual volunteer job.
Type 3 (MTVSZ, WWF, LM)
The organizations has no particular induction, except the MTVSZ which call the applicant for
a i te ie . Be ause the jo s do t e ui e additio al edu ation, there is no training.

Small discussion
The Greenpeace (type 1) and MME (type 2) consequently train volunteers in order to
increase their responsibility and independence. Thus the volunteers can help more their
work by takeover more complex tasks, supervise other volunteers. The coordinator of DN
teach the local volunteer groups for additional task, thus beside the usual volunteer task,
they can able to do recruitment or organize events. According to the interviews, the training
of the volunteers require plus investment from the coordinator.

4.4 Work, Supervision

This is the pe iod he the olu tee o t i ute i the o ga izatio life. The ai pa t
which are discussed are: job type, communication, level of involvement, independency and
recognition.
The limitations for job type and the level of involvement are different at the ENGOs
therefore the working process and supervision differ too. The internet is the most usual tool
for communication. Volunteer independency is important for every organization (due to the
greater help) but they emphasized that the newcomers are just as much important. The
material reward as a recognition is not usual. The managers/coordinators have greater
emphasis on non-material reward such as saying thank for them. It s i po ta t to ote that
on the interview I asked them if they give any reward for the volunteers (not mention what
kind of) and all of them noted the non-material rewards. The mentioned rewards are
usually: pay attention to them, give feedback, communicate with them, say thank you and
provide opportunity for learning.

Type 1 (Greenpeace)
The organization involve the volunteers in every program. The tasks link to programs and
events of campaign, the field work is not usual. The coordinator communicate with the
volunteers through Facebook. The volunteers are welcome to help in other task at the
59
organization. The coordinator consistently involve the volunteers into task which require
more responsibility. Independent, experienced volunteer mean more help to the
organization, they can be supervisor who coordinate other volunteers. It would be
impossible to do so much work [coordinator tasks] only by one person (Greenpeace pers.
comm., 2014). Experienced volunteers can successfully organize a program by themselves.
Indeed they encourage them to implement their ideas. The volunteer activity in the
countryside is not usual but if there is any, it carried out entirely independently.
The recognition is an important part of the coordinator task, they ask the olu tee s opi io
about the programs. The coordinator emphasized that it´s important to make them feel,
their opinion is important and they can improve the programs. The non-material reward
a o di g to the oo di ato is that the olu tee s feel the do something good , make a
change , that s h the follo -up is important, to inform them about the result. Additionally
the opportunity for learning, gaining new skills are also kind of reward. Moreover the
oo di ato e tio ed that it s also i po ta t that the oo di ato eate a good
atmosphere, a community. The coordinator communicate with the volunteer frequently and
consider essential to keep personal relationship with all the volunteers.

Type 2 (DN, FVF, MME)

MME: has two main kind of job, one is the office, events or educational tasks (mostly at the
main office) and the other is field work. There are just a few projects in which they don´t
i ol e olu tee s. The easo a e that it s too s all o e pe so is e ough , the task
requires an expert or the volunteer would have to make decision (and it needs background
information). They are not involved in every task of the organizatio s ope atio due to la k
of time and energy of the manager. The coordinator communicates through phone. Some
volunteers can work entirely alone. Some volunteer can even train others. The aim is to train
volunteers thus they can work independently. This is the best, in this way they make his job
easier. The volunteers in the countryside work entirely independently.
There is few material reward but more important the non-material, the training (learning),
gi e feed a k fo the a d that the olu tee s feel good that they do something useful .
The manager communicate frequently with the volunteers at the main office.

DN: The local groups have two kind of jobs, one is office tasks, and the other type is the
practical task, field work. They have meeting with the assembly of the local chapter twice a
year. The local chapters always worked independently. Most of the members of these local
chapters have been volunteering since long time thus know how to do the tasks. If the group
need an expert to carry out a work, the local municipality or the forest department are
helpful. The local chapters can organize and carry out program themselves but also can ask
the secretary to help in organizing (advertisement, presswork). The aim is to teach them how
to do recruitment and how to organize program too (beside the actual volunteer task), thus
in the future they can work independently.
The organization give fund for some event, there are educational programs. The non-
material rewards are for example to be a part of a group, access to certain power (it gives

60
power to contact with the municipality), access to certain knowledge and to work for the
DN.

FVF: There are mostly field work in the countryside. The volunteers are the eyes and the
ears of the organization , the notice the changes in the reserves, and they know everything
about the area.
The manager keeps contact with the leader of the local group by phone or email. They have
meeting 2-4 times a year where they discuss the management plan and the volunteers carry
out the task independently. The recognition appears in a form of asking their opinion and
give feedback, they discuss the management plan for the area. Sometimes the organization
compromise if they are not agree.
There is no material reward but they give the equipment and jacket for them. They give non-
material reward such as tell them how important is their work, what is the effect of their job.
And the impact of their work which motivates them. The volunteer really really love birds
and they want to do all they can to make the reserves good for the Bird.

Type 3 (MTVSZ, WWF, LM)

The volunteers are involved just certain task, these are campaign, events, office tasks. The
fieldwork is not usual. The coordinator communicate with the volunteers through internet or
phone. The volunteers can accomplish office task independently, but other may require
coordination (mostly at events, campaign programs). There is not such a job which would
require training.
Both WWF and LM noted that volunteers required coordination. The MTVSZ also
emphasized that independently volunteers are helpful but it is a bilateral relationship. It s
e uall i po ta t that the olu tee s do t feel the a e left alo e, the oo di ato is
a aila le. It s ette if the ask i stead of doi g so ethi g hi h does t suite to the
organization s politics.
The material reward is not usual. The LM noted that the volunteer contract is a kind of
reward since the person can write it into his/her CV. The MTVSZ noted that there are several
non-material reward such as, pay attention to them, give feedback, communicate with them,
say thank you, and follow up the work to give information about their impact of their work.
The MTVSZ communicate with the volunteer frequently, consider important to pay attention
to them and talk about not just the work. Also pays attention to give a clear description
about the work which is important in order to prevent the volunteers to be disappointed.

Small discussion

Job type
There are two main job types: The practical work which mostly appear at the local groups
(habitat restoration, monitoring) at the type 2 ENGOs (MME, FVF, partly DN). According to
the interviews this tasks are carried out independently or with little coordination.
The other kind of volunteer activity is more related to the main offices: campaign, event,
education, office task. These may require more coordination since the volunteers and
61
managers/coordinators work together and there is a designated time and place for it.
Although the office task are not complicated, not necessary depends on time and place thus
the volunteer accomplish these jobs independently according to the ENGOs.
There are two main reason why an ENGO cannot involve volunteers, either the task requires
expert (MTVSZ, WWF pers. comm., 2014) or it include decision making (MME pers. comm.,
2014). According to the interviews an ideal volunteer job is well defined, easy to explain,
simple enough to accomplish it ell, lea l o ga ized a d does t o e ith de isio
making (MTVSZ, MME, WWF pers. comm., 2014).

Level of involvement
The organizations such as DN, FVF (type 2) and Greenpeace (type 1) emphasize the
importance of the involvement of the volunteers in the operation of the organization and
management plan. The FVF (type 2) discuss the management plan of the reserves (which is
maintained by the volunteers) and agree on the tasks. At the DN (type 2) and Greenpeace
t pe the olu tee s a ake suggestio , o e t o the o ga izatio s a ti it a d
contribute in it. This may be related to the ENGOs dependency of volunteers due all these
three organization strongly depend on volunteer help.
At the type 3 organizations the level of involvement is lower, the volunteers help in different
task at the offi e a d the e e ts ut the do t pa ti ipate i the o ga izatio s life so
frequently.
The feedback from the volunteers are important for the organizations, some ENGOS involve
them in decision making more (DN, FVF, Greenpeace), some less (MTVSZ, LM, WWF). The
responder of the FVF highlighted that when you work with volunteers, you have one more
step to managing the areas . It ot o l just the o ga izatio ho de ide hat to do, that s
not possible. When you are bringing volunteer work then their opinion also counts in what
ou’re goi g to do. You a ’t just do hat ou used to e ause ou ha e i ol ed these
people and they want to have something to say. It’s their right to e press their opi io .
(FVF pers. comm., 2014). And as it was told by the responder of FVF, the sometimes the
o ga izatio has to o p o ise. If you want to work with volunteers, you must to let go of
something. They don´t always agree how to do the management. Sometimes there are
conflicts about what task should be ca ied out. It s e i po ta t if the olu tee s ha e
something to say, and sometimes the organization has to compromise. (FVF pers. comm.,
2014).
Involve the volunteers in the decision making or the operation of the ENGO require extra
investment from the coordinator.

Independency
The type 2 ENGOs (FVF, DN, MME) have local volunteer groups who perform their task
entirely independently. The volunteer at the Greenpeace (type 1) and the main office of
MME (type 2) can perform some task independently and require some coordination in other
cases. At the type 3 organizations the volunteers can do office tasks independently but more
often require coordination.
The important difference between them: While type 2 ENGOs who have local volunteer
g oups, do t ha e to invest extra effort to train volunteer to perform the task

62
independently. The Greenpeace (type 1) and the volunteers at the main office of MME
(type) invest more, consequently train volunteers so they can able to work alone and help
more the coordinator s o k. Indeed at the Greenpeace they encourage them to implement
their ideas. And the outcome is profitable, the trained volunteers can accomplish more
o ple tasks, supe ise othe olu tee s, o t i ute i the o ga izatio s ope atio oe
thus help the work of the manager/coordinator. As the responder of the Greenpeace
expressed, It would be impossible to do so much work [coordinator tasks] only by one
person G ee pea e, pers. comm., 2014).

Recognition
The oo di ato s / a age do t see the volunteers just as work labour. They expect that
volunteer perform the task and also to enjoy the activity. All the coordinator recognized that
volunteers put a lot of effort in terms of enthusiasm (and not because of their skills). Show
recognition certai l does t e ui e u h i est e t that it ould appea as a p o le .
E e od o side s it i po ta t to sho the app e iate the olu tee s o t i utio , sa
thank for them, and give feedback about the impact of their work. Indeed the coordinator of
the Greenpeace encourage the co-workers to give feedback to the volunteer as well, so it s
not only just the coordinator who encourage them. Neither of the org mentioned the
e og itio as a burden which would take too much resources. The recognition appear in a
form of pay attention to them, have personal contact, give feedback about their work and
ask their opinion.

4.5 Review and development

In general there is no specific review on the efficiency of the volunteer program / volunteer
management (such as net benefit assessment). They evaluate it from what they experience
(enough volunteer help, successful project, feedback from volunteer and co-workers). The
program development/change depends on the coordinator/manager.
Asking feedback from the volunteers is a way of evaluation of the program which help the
manager to improve it. All the coordinators/managers consider important to ask the
volunteers opinion, although the way of asking feedback is different. In general the survey is
not usually, the coordinators/managers communicate personally. In some cases the
organization ask the volunteers right after the activity or later on. In the case of DN, FVF
(type 2) where are local volunteer groups working in the countryside, there are certain
meetings where they agree on the work, so there is a designated time for discussion. At
other ENGOs where the manager/coordinator have more frequent contact with the
volunteers, there is not a designated time, place for this, suggestion of the volunteers take
place after the program or in any other time.
Every responder emphasized that the volunteer can tell their opinion to them and that the
o ga izatio app e iate thei suggestio s, opi io . Al ost e e espo de oted the e
ideas of the olu tee s as a e efit fo the organization. As the responder of the MTVSZ
oted, the olu tee s opi io is i po ta t i o de to i p o e the p og a .

63
No e of the espo de e tio this task as a u de , e e od o side the olu tee s
opinion, suggestion essential in order to perform the work well.

To close this section with the last part of the VMC (review and developing), there is a general
briefing about which part of the VM requires extra effort, investment from the organization
according to the examined ENGOs:
Planning, preparing: It requires time and energy. Either the ENGO adopted Volunteer
Management Practice or not, the task of the manager include planning (planning of the
tasks, the role of the volunteers). In some cases, where the volunteers require more
coordination or work together with the coordinator, the planning, preparing may include
more task.
Recruitment: Neither of the organization noted that it requires extra effort. The overall
conclusion is that people are interested and motivated to volunteer. However the responder
of the DN expressed his opinion that they would prefer if the local volunteer groups can able
to do recruitment by themselves.
Training: Mostly not require extra effort, in some cases the volunteers learn with time or
from other organizations. Except two organizations, Green peace (type 1), MME and DN
(type 2) which do invest in training volunteers and their investment pays off by increased
help from the volunteers.
Work and supervision: Coordination of volunteers and management of programs require
use of resources. But at the ENGOs where the volunteers work independently (local groups
i the ou t side MME, DN, FVF , the a age s do t ha e to use as u h esou es.
Volunteer program which require more coordination means more use of resource (time,
energy, human). The work itself can come with some cost such as transport, equipment but
neither of the responder mentioned this investment that it would take too much resources
(compare to other parts).
Reward, recognition: This e tai l does t e ui e so u h i est e t that it ould appea
as a problem. Everybody considers it highly important to show they appreciate the
olu tee s o t i utio , sa tha k fo the , a d gi e feed a k a out the impact of their
work. Neither of the ENGOs mentioned it as a burden which would take too much resources.
Review and developing: Most of the o ga izatio do t spe d u h esou es o it su h as
counting net benefit of the volunteer involvement). Most of them evaluate the program by
seeing the outcome, get feedback from volunteers and co-workers. Asking feedback from
olu tee s does t appea as u de fo the a age s/ oo di ato s, rather it considered as
essential to perform the work.

64
Above over all
The following section will discuss additional topics which were raised during the interview.

4.6 ENGOs’ depe de y o volunteers

In general, ENGOs which have high volunteer number and level of involvement, are strongly
depends on volunteer help (see Table 8). At the Greenpeace (type 1), volunteer are involved
in every project and they are welcome to help in other task. The organization strongly
depends on volunteer help for the operation and pe fo a e of the o ga izatio . I cannot
imagine what the orga izatio ould su eed ithout olu teers. Pro a l it ould ’t ork
without them. As ell as, at the t pe ENGOs, the olu tee help is u ial fo the
ope atio , pe fo a e of the o ga izatio . We need them because they are our eyes and
ears (FVF pers. comm., 2014). The volunteers know everything about the area (where they
work) and notice the changes (FVF, DN type 2). With the volunteers the organization can
accomplish task which could not afford with paid members or the organization can spend
that money on other programs. For example 95% of the Bird monitoring is based on
volunteers (MME pers. comm., 2014).
The operation of the type 3 ENGOs are not depends so much on the volunteer help. The
MTVSZ although have more programs which involve volunteers (compare to the other type 3
ENGOs) therefore it marked as moderately depends. The main objectives, projects of the LM
a d WWF do t depe ds o olu tee help.
I would like to emphasize that this categorization does not mean that I diminish the
importance of the volunteer program at the type 3 organization, or lessen the importance of
campaign, events. Rather I would like to use this kind of categorization to see pattern in how
the o ga izatio s ha a te isti pla ole i the pe fo a e a d continuity of the volunteer
program. Although the t pe ENGOs a do t depe ds o olu tee s as u h, the do
value their contribution.
Table 8. The organizations' dependency on volunteers (constructed from the interviews).

Organization operation Organization operation Organization operation does

strongly depends on volunteer moderately depends on not depends on volunteer
contribution volunteer contribution contribution

Greenpeace, MME, DN, FVF MTVSZ LM, WWF

4.7 Challenges, barriers, cost

It’s a big challenge that does ’t o e itself, so you need volunteer management. (DN pers.
comm., 2014). While the volunteers bring benefit to the ENGOs, they can also mean
challenges. The costs and challenges of volunteer involvement may discourage the
organizations to invest in volunteer program or might pull back the organization from
improvement of the program. The responder of the MTVSZ highlighted that the organization
65
has to invest the energy in volunteers, in order to worth to involve them (MTVSZ pers.
comm., 2014).
The challenges highlighted by the managers/coordinators are written below. The main
challenges are: lack of human resource, time and finance. And it s important to note that
none of the responder mentioned the conflicts as a significant problem. (In a case of the
lo al g oup the a age does t ha e da -to-da o e tio a d the do t k o about the
little o fli ts. This lessen the work of the manager due the groups solve the conflicts by
themselves).

Type 1:
The importance of this job to keep personal contact and pay attention to the volunteers
(their motivations, their skills, personality). With the gro i g u ers of appli a ts, it’s
getting harder to keep this personal relationship with each of them. (Greenpeace, pers.
comm., 2014).

Type 2:
The espo de of the DN highlighted that the olu tee i ol e e t does t ea f ee
labour. I do ’t like the ord olu teer ork, I like olu teer e gage e t. Be ause he
e talk a out o k, you see the volunteering as a way to get some work done for free . I
do ’t thi k it’s a free a of doi g it, I thi k it osts just the sa e. But ou might get more
e gage e t. You ight get etter result fro usi g olu teers (DN pers. comm., 2014).
According to the DN, one of the challenge is the la k of e pe ie e a d k o ledge i the
e i o e tal (DN pers. comm., 2014). Additionally the responder of MME mentioned that
so e appli a t ha e u ealisti idea a out the olu tee possi ilities thus it s ha d fi d a
suitable job for them which may result in disappointment.
And both the DN and FVF manager noted that involving volunteers mean that the Natural
Resource Management takes more time, more internal work. When you work with
olu tee , you have one more step in managing the areas FVF pe s. o ., . The
manager and the volunteers have to discuss and agree on the task and sometimes the
organization has to compromise.

Type 3:
The responders of MTVSZ and WWF both mentioned that the unreliability of the volunteer
help makes harder to plan for long term. And sometimes the attitude of the volunteer
toward the job is not appropriate (WWF pers. comm., 2014). But the main challenge for the
t pe ENGOs is that the do t ha e suita le jo fo the olu tee s, the a ot i ol e
them in certain program (WWF, MTVSZ pers., comm., 2014).

Small discussion:
While the type 1 ENGO concerned about that he cannot keep personal contact with all the
volunteers. The type 2 organizations more focused on that the process of Natural Resources
Management is became longer with the volunteer involvement. While the type 3 ENGOs
regret they cannot involve the volunteers more because of the lack of suitable job and
designated manager.
66
The challenges and solving the arising problems mean plus effort, time and energy from the
manager/coordinator.

4.8 Benefits
Below there is a brief writing about what the mangers/coordinators highlighted as
advantages, benefits what the volunteers bring to the organization. The responders were
talked enthusiastically about the value what the volunteers bring to the organization. The
most frequent a s e as efe i g that olu tee s e te d the o ga izatio s apa it by
carry out more task and the enthusiasm of the volunteers.

Type 1:
Exte d the o ga izatio s apa it ultipl the o ga izatio s effo t. The main advantage
is that through the volunteers the public has personal contact with the ENGO and this may
lead to increased support. Additionally the volunteers bring diversity, energy, enthusiasm
which motivates the members (Greenpeace pers. comm., 2014). The main strength of
voluntarism that they achieve bigger results, multiply their effort with volunteer help.

Type 2:
MME: The e te d the o ga izatio s apa it a d the o k aid ea s the ENGO a spe d
the saved resources on its projects. Moreover volunteers bring diversity and enthusiasm
(MME pers. comm., 2014). They also bring diversity in the organization, the manager can
choose the most suitable person from a great selection of volunteers. But the main strength
what they bring is the enthusiasm.
The espo de of DN also e tio ed that the e te d the o ga izatio s apa it as they are
the eyes and the ears of the organization. The other advantage is that It gi es a lot of
positi e sto ies a out lo al people do eal good fo atu e. Additio ally, it builds up a
general awareness for nature. And the main benefit is the engagement with nature, It ill
gi e ou a ore e gaged ge eral pu li , it ill e a stro ger ase stor . (DN pers. comm.,
2014). And this may also bring increased support from the public.
The increased capacity was also highlighted by the responder of the FVF, with the volunteer
they can carry out lot of task, if the olu teers do ’t do this ork, it o ’t e do e (FVF
pers. comm., 2014). The main strength of involving volunteers that They are the eyes and
the ears of the organization.

Type 3:
They bring new ideas, energy and take over a lot of task (MTVSZ, LM pers. comm., 2014).
The new point of view and different way of thinking was emphasized by the responder of LM
and MTVSZ as well. While the espo de of WWF highlighted that it s a good eputatio fo
the organization. The responder of the MTVSZ additionally mentioned that the volunteers
mean diversity due the members of the ENGO can work with different people. Beside the
VM strategy can change the attitude of the members, it helps to thi k i a st ategi a
(how to involve volunteers) and to have an overview on the project and follow up the
outcome of the program (MTVSZ pers. comm., 2014).

67
4.9 Additional emerging topics
The e a e so e topi s hi h do t fit i to the stages of the Volunteer Management Cycle,
but I considered it important relating to the efficiency of a volunteer program.

4.9.1 Is there any cooperation between ENGOs relating to volunteer program?

The cooperation among organization is not fully developed. There are different levels of
cooperation. It can refer to the cooperation within the organization among the local groups,
and cooperation with other ENGOs in national bases or in international level.
The cooperation within the ENGO between the local groups mostly centralized, the main
office keep the relationship with the local groups (MME, FVF, DN type 2). This appear at the
type 2 organizations (MME, DN, FVF) and it works very well (have to note that the DN and
the FVF have no or few volunteers at the main office thus they can focus on the local
groups).
The cooperation with other ENGOs is not usual. Some organization mentioned they worked
together but not specifically relating to the volunteers. The DN noted that they had a
cooperation with Danish Outdoor Council (Friluftsrådet), FVF (Fugleværnsfonden) and the
WWF Denmark for another cause but beside they discussed the volunteer management of
the organizations. However he the oope atio stopped he the ause as ot o
focus anymore.
I would like to highlight the case of MTVSZ (type 3). They have partnerships with little local
organization in the countryside, although from the aspect of volunteering, this relationship is
not without barriers, the volunteer flow is not continuous. The MTVSZ organized workshop
about volunteer management for these organizations. Due to the help of the MTVSZ, the
volunteer number increased among these organizations.
The responder of the MTVSZ and MME mentioned that a volunteer network would improve
the cooperation. Presently the manager redirect the applicants if their case belongs to a
local group. The difficulty in this that it takes a lot of time from the manager, moreover the
manage does t k o hat the lo al g oups eed. A olu tee et o k ould e useful if
the local groups can present their needs and the volunteers could see the opportunities. A
volunteer agency might solve the problem of lack of network, however according to the
interviews the olu tee age does t fill up this positio .
The Greenpeace (type 1) is connected with the other national Greenpeace offices and the
coordinators have meetings regularly where they discuss topics, share information and
experience.

There is a potential of link together ENGOs. It would be advantage for the organizations,
opportunity to learn from each other, share information. Although it might require great
investment from the organizations. In general there is no frequent cooperation, network
among the organizations relating to volunteers. The ENGOs have to make extra effort to
maintain these relationship, but still one problem can be that these cooperation are mostly
centralized (depends on the main office) which gives more task for the managers. The case
of G ee pea e is u i ue i a a that this et o k is al ead e ist, thus the do t ha e to
make extra effort to share information with its co-organizations.

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4.9.2 How much the volunteer work contribute in Natural Resource Management
for Conservation according to the examined ENGOs?
"The performance of the volunteer directly or indirectly affect the performance of the
organisation" (Graham, 2004, p.27.). How the managers/coordinators evaluate the
performance of the volunteers relating to the nature conservation practice/improvement?
Most of the responders highlighted the importance of the volunteer contribution in nature
conservation practice. Some project is entirely based on volunteer work (MME, DN, FVF,
t pe a d the o ga izatio ou t o the . The e a e a lot of p oje t hi h ould t e
carried out without volunteers, like monitoring (MME pers. comm., 2014). The responder of
the FVF said that If the do ’t do it, it o ’t e do e . The o ga izatio ould t ha e
o e e ough to ake all these o ks. It s a eall ig effo t hat the do. If the ere ’t
there, we would have a very big problem. FVF pe s. o ., . The volunteer help is
crucial, The volunteers are the eyes and the ears of the organization , the oti e the
changes in the reserves, and they know everything about the area (FVF pers. comm., 2014).
However their work can be seen from other perspective. As the responder of the WWF
mentioned, it depends on the type of work, whether their work is negligible or significant. At
the WWF there is not such a project for volunteers therefore the volunteer work has not
such an impact on the environment but it is a good reputation for the organization, for the
image (WWF pers. comm., 2014). As the responder of the DN said, a lot of works that
volunteer do, professionals would do it with machinery in a more effective way but by
working with volunteers, you get engagement and it´s a very good protection. I a a ea
which is managed by the government, if the management stops because of the lack of fund,
o od a es. But if there are 15 engaged people who are working there, no politician will
every touch such an area, they will think very carefully. The olu teers on a local basis can
e a political threaten by raising awareness about environmental issues (DN pers. comm.,
2014).
Ho e e it s ha d to ou t ho a hou the olu tee o k si e i so e ases the
work alone, the estimated number (which was given by the type 1 and type 2 ENGOs) is
between 5000 – tens of thousands per year (Greenpeace, FVF, MME pers. comm., 2014).
The ENGOs which strongly rely on volunteer help, consider their contribution as
indispensable a d g eat effe t o the e i o e t. Ho e e the G ee pea e s o ks ha e
more and indirect impact through awareness raising and increased pro-environmental
behaviour. It might be difficult to assess the impact of the volunteers but it is doubtless that
the pla a ital ole i the o ga izatio s pe fo a e.

4.9.3 Why does the ENGO works with volunteers?

After asking many things about the volunteer program and management from the
interviewees, I had a i po ta t uestio fo the , Wh do ou o k ith olu tee s?

Type 1
The Greenpeace started by volunteers and it continues this way of operation. Furthermore
they organize such programs which cannot be carried out ithout olu tee s. I cannot

69
imagine what the organization could succeed without volunteers. Probabl it ould ’t ork
without them. (Greenpeace pers. comm., 2014).

Type 2
MME: It s e efi ial fo the olu tee e ause the a get lose to the o ganization. On
the other hand, the coordinator sees them as a potential future employee. A lot of members
at the organization started as a volunteer (like the manager himself). And in most cases the
p oje t ould t e a o plished ithout thei help.
DN: Because we are the volunteers, we are the local chapters The o ga izatio is ased o
olu tee i g, the e al a s o ked ith olu tee s. Ho e e toda this pi tu e is broader.
From the communication view it is important because the volunteers means reputation.
F o the lo pa t, it is i po ta t e ause that s he e the get all the ases 1. He also
e tio ed that We should pose it more often than we do: why do we do this professionally
and not a volunteer? Could this benefit from involving volunteers? Should we stop letting
volunteers do it and do it professionally? (DN pers. comm., 2014).
FVF: We need them because they are our eyes. Everything we do somehow connected to the
volunteer. The areas of the foundation are spread all over in Denmark. It is really expensive
to ai tai these a eas hi h the o ga izatio ould t affo d. But It´s also very important
for the organization that people in these areas, like birds and enjoy these reserves . (FVF
pers. comm., 2014). And it was emphasized that Half what the org is doing, is what the
volunteers do actually . The e a e o l paid e e at the offi e a d the ha e
ese es, the olu tee s are our colleges in the field (FVF pers. comm., 2014).

Type 3
The MTV“) e phasized that it s a t o-sided relationship. It s good fo the olu tee s;
people who just finish school can get experience, contacts. From the view of the
organizatio it s a eall ig help, the amount of work they do is not negligible. The capacity
of the civil organization today is decreasing and the volunteers can help to accomplish their
work.

4.9.4 The Volunteer Management at the organization

The role of voluntarism and the role of the volunteer coordinator at the organization is an
important topic which maybe a little bit neglected by the literature. The support from the
organization and members, the appreciation of the work of the manager/coordinator can
have effect on the success of the volunteer involvement.

Type 1
At the Greenpeace the voluntarism is valued, especially because most of the members
started as a volunteer. They have regular meeting where the coordinator can bring up the
topic, and the members can tell their opinion personally. On the other hand the coordinator

1
The local chapters notice the changes in the local area (cases) and inform the main DN office. If they have
capacity for it, they lobby for the cause.

70
expect from the members that they inform him (thus the volunteers) in time about the help
they need.

Type 2
The responder of the DN mentioned that the sometimes the secretary forgets that they are
[the secretary] not the only part of the organization . We have these local chapters and
they are the basis of our organization. Lot of people think that the secretary is the
organization. That is true in a way. But it is also true that the volunteers are our
representative, they are the one who elect the board. We are highly depend on the local
hapters. (DN pers. comm., 2014).
“o eti es the dis uss the olu ta is topi at the o ga izatio . Especially when our
department [Volunteer unit] try to post this issue, but a lot of it taken granted. We could do
it lot more, to have more general awareness on why we do volunteering. It would be really
good on secretary level and assembly level [local groups]. It would also improve awareness
on a local level why are we doing this. (DN pers. comm., 2014).
At the FVF, they discuss at the organization about the volunteer groups, what they need,
how they are doing. The members of the organization appreciate the volunteer work, as she
said they are our colleges in the field. FVF pers. comm., 2014).
The responder of the MME told that the VM is not discussed with the whole organization
because not everybody is involved but they discuss it with the members who also work with
them (campaign manager).

Type 3
At the MTVSZ the do t dis uss ith the hole o ga izatio , the oordinator discuss it with
the members who were involved in the project. And when they evaluate the whole project
in front of the organization, they also mention the role of the volunteers.
The responder of the LM said the voluntarism is evaluated at the organization. Although
when the volunteer involvement brought structure into the organization, the members
ould t eall adjust to it. The problem was that sometimes they wanted to involve
olu tee s i the last i ute, the did t pla i ad a e. The members not always see that
the volunteers are exist not just when they help. (LM pers. comm., 2014).
Most of the responder agreed that the members of the ENGO appreciate the volunteers and
their contribution. Although some of them expressed his/her concern that the organization
could pay more attention, put more emphasis on the volunteer program, to not leave it as
a gi al a ti it . Everybody said that the other members like the volunteers, but the
difficulty can be that the other e e s a do t think about the volunteer involvement in
a strategic way, to make plan with volunteer in advance and not ad hoc.

71
4.9.5 The future of the voluntarism
I also asked the opinion of the interviewees about the future of voluntarism in Hungary and
Denmark. Most of the answer was trusting that it can change in the positive direction. They
mentioned that people are realizing that they also gain with voluntarism. The Hungarian
ENGOs emphasized that that barrier is party the wealth of the people but also the culture
and the habits. The Da ish ENGOs e tio ed that it s ha gi g e ause the go e e t is
o e a d o e i te ested i olu ta is . The voluntarism suddenly became high politics,
although the orga izatio s do ’t get ore resour es to i pro e it DN pers. comm., 2014).
It as also e tio ed that the the olu taris ill e ore popular, it’s part of the tre d.
What is in UK and USA [where the voluntarism is more common], it will be here [in Denmark]
in 10-15 years DN pers. comm., 2014).
The responder of the MTVSZ said that the situation of the civil organization is getting worse
because of the di i ishi g esou es. They can look it as a problem or as an opportunity to
ha e a stro ger olu teer progra . If the do ’t respo d to this ha ge, their a ti it a e
decrease

72
5 Chapter five: Discussion

The purpose of this is chapter is to review and discuss the results of this study in relation to
current volunteer literature. This chapter begins with a restatement of the purpose of this
study and a review of the methodology.

This study examine the olu tee p og a f o the o ga izatio s pe spe ti e, the
investment in volunteer involvement, the challenges and benefits of conducing volunteer
program. Examine the degree of investment in volunteer program, the degree of Volunteer
Management Practice adaption and the difference in practices and volunteer use. It aims to
explore the factors which may affect the efficiency of volunteer program and explore the
benefits and challenges of the cooperation f o the o ga izatio s pe spe ti e.
The aim of the study that with the gained information, identify the possible factors which
may affect the efficiency of the volunteer program, explore if these factors relate to the
o ga izatio s ha a te isti . The effi ie e p essio is used i this stud to efe that the
organization can maintain its volunteer program with use of less resources (based on the
definition of increasing efficiency: o ga isatio a do the sa e a ou t of o k ith fe e
esou es (Schneider, T., Leslie, n.d.).
Purpose of the Study
The purpose of this study was to explore the Volunteer Management at different ENGOs,
examine the level of investment in volunteer program, the different practices, the challenges
and benefits of volunteer involvement. It aims to find the factors which may have effect on
the effi ie of the olu tee p og a a d e plo e of these fa to s elate to the ENGOs
characteristics.
Summary of Procedures
In-depth individual interviews were conducted with the coordinator or designated manager
of the volunteers. This research is different from previous studies because it focuses
exclusively on ENGOs and their perspective.
The main research question: Which factors determine the efficiency of a volunteer program?
The sub-Research Questions: Which are the challenges of conducting a volunteer program?
Does adaption of the Volunteer Management Practice assists enhancing the volunteer
p og a s effi ie y? Can the characteristic of an ENGO affect the efficiency of the volunteer
program?

73
Structure of the chapter:
1. Which are the challenges of conducting a volunteer program?
- Barriers
- Benefits
- Two model of evaluation: use of net benefit model and nature vs nurture
approach
2. Does adaption of the Volunteer Management Practice assists enhancing the volunteer
p og a s efficiency?
- Satisfy volunteers or achieve objectives? Can the ENGOs attain both?
- Two model of voluntarism: VMC and VLC
3. Can the characteristic of an ENGO affect the efficiency of the volunteer program?
4. What factors determine efficiency of volunteer program?

5.1 Which are the challenges of conducting a volunteer program?

While the volunteers bring benefit to the ENGOs, they can also mean challenges. The costs
and challenges of volunteer involvement may discourage the organizations to invest in
volunteer program or might pull back the organization from improvement of the program.
Considering the challenges of the investment may help the organizations to identify their
limitations and also the possibility for improvement.
The main challenges are lack of human resource, time and finance resource. Nevertheless
there are additional barriers which may affected by Volunteer Management Practice.

Nature or Nurture rooting challenges

Some of the challenges are related to the organization capacity, while others are linked to
the volunteers or external factors.
The study of Hager & Brudney (2011) examined the different factors behind the problem of
recruiting volunteers. They divided the factors into two categories: The Nature category
i ludes the fa to s hi h e o d the o ga izatio a d a ot e o e o e just ith the
management practices. And Nurture factors which can be changed by the volunteer
management tools. To know which challenge can be addressed by management practice and
which issue has nature rooting, help to use the resources effectively. The systematization of
the issues and benefits, might help managers to identify the limitation and potentials in
volunteer program.
Although the model of Hager & Brudney (2011) focused on the recruitment, this study used
the model to categorize the challenges of conducting a volunteer program, see table 9 (page
84). However some of the issues are not clearly categorized therefore I added new category
to the odel, the No lea di isio efe s to the ite s hi h pa tl elo g to oth atego .

74
Nature items
Challenges which cannot or hardly altered by use of Volunteer Management Practices.

5.1.1.1 Lack of Human resource

Some organization has the capacity to hire a person for the volunteer programs, while other
o ga izatio does t ha e desig ated oo di ato . At ost of the o ga izatio s, the e is o e
person who is responsible for the volunteer program beside other task. And it mostly
depends on the person how much time and energy can spend on this duty. In some cases
the person who responsible for the volunteers is not suitable for the job but the organization
does t ha e enough members to divide the tasks (MME pers., comm. 2014).

5.1.1.2 Lack of time

As the Volunteer Management Cycle indicate the work of the manager starts before the
volunteer join (program planning, recruitment plan). According to the interviews (2014),
during the program, needs time for supervision, for management of the activity, to support
the volunteers (educationally and emotionally), as well for the evaluation and improvement
of the program.

5.1.1.3 Coordination of volunteers – independent volunteers

The time and energy what the coordinator/manager has to invest is vary among the ENGOs,
depending on the on independency of the volunteers. Independent, experienced volunteer
mean more help to the organization. The type 2 ENGOs have local volunteer group in the
countryside which accomplish the task independently. This means they require less time and
energy from the manager compare to the other ENGOs where the volunteers work with the
manager/coordinator. The responder of the LM and WWF mentioned that volunteers
requi e oo di atio a d do ’t like to e left alo e WWF, pers. comm., 2014). The
coordination of the volunteers take time and energy form the manager, however this could
be altered by training the volunteers.
A o di g to the MME, DN a d G ee pea e the respo si ilit a d i depe de e a e crucial
fo the lesse the use of esou es . The G ee pea e a d MME o se ue tl t ai
olu tee s i o de to help the oo di ato s o k. As the espo de of the G ee pea e said,
It would be impossible to do so much work [coordinator tasks] only by one person
(Greenpeace, pers. comm., 2014). The opinion of the responder of the MME is that this is
the best way of make volunteers engaged and committed. It is supported by other studies
hi h dis ussed that lea i g a d skills de elop e t ha e positi e effe t o satisfa tio
(Galindo-Kuhn & Guzley, 2001; Miles, Sullivan, & Kuo, 1998). The DN teach the local
olu tee g oups th ough the Gi e atu e a ha d p og a , this is a huge i est e t,
expensive to organize a program like this but it worth if next time the local groups can able
to do it by themselves. The result of this investment is not seen yet due the program started
not long time ago.
The espo de of MTV“) e phasized that it s ette if the olu tee s a e i depe de t ut
this is a two-sided relationship. It s e uall i po ta t that the olu tee s do t feel the a e
left alo e, the oo di ato is a aila le. It s ette if the ask i stead of doi g so ethi g
hi h does t suite to the organization s politics.
75
According to the example of MME and Greenpeace, the training may require extra effort
from the manager/coordinator, but later this will pay off. They invest energy and time but
they also experience the advantage of it, both coordinator emphasised that trained
volunteer can take over a lot of burden, help their work.

5.1.1.4 Lack of knowledge, experience in the environmental sector

There is a lack of knowledge and experience in the environmental field compare to other
sector (such as social or sport area) (Leyssac pers. comm., 2014). This mean a challenge in
case the manager wish to improve the volunteer program and there is not enough source of
information or beaten track. There are information about the volunteer management in
other areas such as social and sport, these organization may differ enough that the
recommended practice cannot be adapted fully at ENGOs. Even among the ENGOs there are
differences which affect how the volunteer management should be adapted.
Relating to this problem, the other barrier for the ENGOs that the available information,
most of the studies (thus examples) are from the USA or UK. In these two countries the
voluntarism is little bit different, the responders also mentioned that in these countries the
voluntarism have older tradition, it is more common to volunteer. All the available studies
are useful but the difference in the cultures maybe makes it difficult to adopt the same
practices as it was noted by one of the responder (MTVSZ, pers. comm., 2014).
The culture of volunteering was mentioned by several interviewees. In Denmark the DN
noted that people view is that nature conservation is the responsibility of the municipality
a d the state. I Hu ga ost of the espo de said that the e is o ultu e fo it. That
there are just a few people who volunteer thus a few see the value in it G ee pea e pe s.
comm., 2014).

5.1.1.5 Financial cost

Although the cost of a volunteer program may be not the main issue, the ENGOs are usually
lack of fund which makes it difficult to organize, conduct a volunteer program. Most of the
ENGOs do t ha e sepa ate udget fo the olu tee s, the osts a e o e ed from the
general or project budget therefore they have to be careful with the resources (MTVSZ pers.
comm., 2014).

5.1.1.6 Diversity of olu teers’ perso alit a d k o ledge

The diversity is an advantage of the volunteers, however it can be a challenge as well. When
a lot of different people work together, they have to be tolerant with each other
(Greenpeace pers. comm., 2014).

5.1.1.7 Lack of knowledge about the net benefit of volunteer involvement

Many literature recommend that focusing on the satisfying the volunteers increase the
commitment therefore it is beneficial for the organization (Hager & Brudney, 2004; Ryan,
Kaplan, & Grese, 2001). However it is not examined enough what this effort (focusing on
volunteer satisfaction) means to the organization. The unreliability of the volunteer labour
(work commitment) makes it difficult to ensure the outcome of the cooperation. Gaining
better understanding of the investment and expected outcome can help the organization

76
determine how much investment they can and want to do. Knowing which level of
i est e t does t dist a t the esou es of the ENGO thus a le to fu d its p oje t to
achieve its aim. It s esse tial that the o ga izatio s e pe tatio eet ith thei e pe ie e
to able to plan for long term.
There are several challenge which arise from conducting a volunteer program. And while the
volunteers bring benefits for the organization it may not translate into the Conservation of
the Natural Resources if the organization resources/focus is distracted.
Therefore more research is needed how the organization can conduct volunteer programs
efficiently, not cause harm neither of the organization, its project and the volunteers.
Examine more what the olunteer satisfaction means from the o ga izatio s poi t of ie .

5.1.1.8 The process of Nature Conservation increases

The organization which have local groups (DN, FVF) mentioned that involving volunteers also
means that the Natural Resource Management process became longer. When you work with
olu tee , you have one more step in managing the areas . If the e ould t e olu tee s,
they would just decide the management task and call a professional firm who carries out (it
ould e u h easie . That s ot possi le he ou ha e olu tee s, I have to have the
volunteer groups accept it (FVF pers. comm., 2014). The groups might not agree with the
management plan, in that case the organization has to compromise sometimes. Also the
responder of DN and WWF mentioned that carry out management work is easier and faster
by experts.

5.1.1.9 Age of volunteers

Although the o ga izatio s did t e tio that it ould e a p o le . T o o ga izatio
wish to attract other (younger or older) group of people. The study of Hager & Brudney
suppose that the age of the volunteers have effect on the retention rate, this is supported
by the study of CNCS (2007) which found that there is higher commitment among older
volunteers. This may resemble to the examined organizations. The volunteers at the two
organization DN and FVF (type 2) are mostly retired people, a d the oted that the do t
ha e p o le ith o it e t. Whe so e od lea e the o ga izatio it s e ause
he/she cannot work because of his/her age.

5.1.1.10 The mission, subject of the ENGO

Although this item was not mentioned directly, the responder of Greenpeace noticed that
the topi of e i o e t is att a ti e a e othe topi s o e o less popula . A d it as
mentioned by the manager of FVF that usually people who visit nature areas and likes birds,
want to spend some time in nature and do something good for nature. And highlighted that
the main motivating factor is that The volunteer really really love birds and they want to do
all they can to make the reserves good for the Bird. FVF pe s. o ., .

5.1.1.11 Reputation of the ENGO

This item was not mentioned by any of the responder, although it can be assumed that it has
effect on the e uit e t a d also li ked to the issio , su je t of the ENGO . Generally
known organization may have to spend less energy on attract the people.

77
5.1.1.12 Experience of the ENGO with volunteers
The experience with volunteers refer to the time, how long the organization works with
volunteers. It is possible that this factor has impact on the conduction of volunteer program,
the cooperation. Even if the manage s did t oted that the la k of e pe ie e ith
volunteers might cause challenge. From the other side, organization which have long history
working with volunteers, highlighted often that the organization was always working with
volunteers and they just continue this way of working (DN, FVF, Greenpeace pers. comm.,
2014).

5.1.1.13 ENGOs’ dependency on volunteers

From the analysis we could see that ENGOs which strongly depend on volunteer help, have
more volunteers and most of them have low investment. This is supported by Hager &
Brudney (2004a) who found that organization with lesser dependence on volunteers have
lower net benefit. It could be that organization which rely on the help of volunteers, their
approach toward volunteers is different. And this may linked to the statement of Hager &
Brudney (2004b) that organizations which see more number of benefit from voluntarism had
higher retention, on the other hand, organization with the perception that volunteers are
costly (because of the unreliability or work behaviour) experienced lower retention. It has to
e e phasized that this a efe to the hole o ga izatio , the o ga izatio s fo us. While
the coordinator see the number of benefits of involving volunteers and consider it highly
important, it may more depends on the organization. As it was mentioned by the responder
of the MTVSZ, the voluntarism has to be at organization level, has to dete i e its pla e i
the structure of the organization. If the olu tee p og a is a a gi al a ti it , it does t
o k.

All the above mentioned items are belong to the nature type which means they cannot or
hardly be changed by management practice. Whereas studies emphasizes the benefits of
adopt VM practices or having a designated volunteer coordinator, the organization, if they
really want to may not have the capacity to hire someone for this task in full time or part
time or invest more in volunteer program even.

Nurture items
The following challenges are belong to the nurture type which imply that these can be
altered by volunteer management practice.

5.1.1.14 Lack of knowledge or experience in human resource management

Managing volunteers require a lot of skills from the coordinator/manager: know how to
work with people, good communicator, motivate others, have empathy, handle conflicts,
provide educational and emotional support for volunteers, etc. The coordinator/manager
has to a age people ith diffe e t oti atio , diffe e t skills a d k o ledge O B ie et
al., 2008). This may require skill and experience in human resource management and
training can be helpful to improve these skills. As the study Taylor et al. (2006) discussed,
human resource management fosters organization effectiveness. However it does not mean
the manager needs training, some people due to his/her experience already have these
skills.

78
Most of the a age / oo di ato did t pa ti ipate o t ai i g elated to olu tee
management, however all had experience with volunteers and as a volunteer. Some of them
used literature or other sources, and participate on seminars (Greenpeace - type 1, MTVSZ -
type 1, DN - type 2). The responder of MTVSZ (type 3) noted that the training can be
important because there are minor details hi h usuall a a age do t thi k a out,
overlook. But in a job where a manager works with people, these details can be essential.
The MME a d FVF t pe e phasized that athe tha the t ai i g, the a age s skill is
important, that he/she likes and has the skill to work with people. That the coordinator can
u de sta d the ie of the olu tee a d elie es it s i po ta t fo hi /he MME, pe s.
comm., 2014). It s i po ta t to k o ho a ou help the to ha e good ti e i ature
(FVF pers. comm., 2014). I’ edu ated to ork ith ature a d I’ not educated to work
ith people. It’s so ethi g ou ha e to lear . You ha e to feel how is it going in the group
(FVF pers. comm., 2014).
The a age s skills a e i po ta t fa to s, however sometimes organizations don t ha e
enough member and the person who is responsible for the task, maybe does t ha e the
right skills for it (MME pers. comm., 2014). The study of Taylor et al. (2006) discussed that
adoption of human resource management improve the effectiveness of organization
operation and volunteer ma age e t thus this ite is itte u de the u tu e atego .
However the managers/coordinators usually have to deal with other task at the organization
and to participate on trainings maybe distract him/her from other duties.

5.1.1.15 Recruitment
The recruitment is not an emerging issue at most of the organization. Although the DN (type
2) wish to increase the recruitment the Gi e atu e a ha d p og a .
If there is no problem with the recruitment of the sufficient number of volunteers and the
volunteers with the right skill, means that the ENGOs spend less resources which is good
news.
Although the recruitment may linked to the work performance and commitment. This was
raised in the study of Lynch & Smith (2010), they discussed that the informality of selection
of volunteers maybe result in accepting a less suitable person which might affect the work
performance and commitment (Lynch & Smith, 2010). Rather than formalize the selection of
applicant, the organization can focus on finding the right target group.
The ight ta get g oup efe to people ho has the sa e ai as the o ga izatio s ai . As it
was emphasized by the manager of FVF You need to find the people who are really
i terested i the goal ou ha e . I do ’t thi k a lots of people ould do olu teer ork if
the did ’t lo e the ase or the goal. FVF, pe s. o ., . Volu tee s want to help
because they can do something for a cause which is important for them. Thus the volunteers
are engaged to the objectives of the organization. This element occurs as motivating factor
in the study of Bruyere & Rappe (2007): improving the area that volunteers use for their
own recreation a d Ralston & Rhoden (2005): the o k elates to the olu tee s fa ou ed
activity .
Finding the right target group is not easy, during the interview, the responder of the DN
explained that public can be described as darts board, different groups are in different

79
circles: general public, people who are interested in nature, people who are willing to
volunteer and the core volunteers (figure 10). It´s important to not pull people through all
the levels (from the general public to the core volunteer circle), but move them step by step
(DN pers. comm., 2014). Approach the potential volunteers in this way may help to address
the people with the right skills.

Figure 10. Darts board of the public from the recruitment approach (based on DN pers. comm., 2014)

5.1.1.16 Unreliability of volunteer commitment

O e all the iggest a ie s a e that the e is a isk that the i est e t does t pa off
e ause the olu tee uit MTV“) pe s. o ., . The unreliability of the volunteer
commitment makes it difficult to plan for long term and to use the resources is an efficient
way. According to the studies, focusing on the satisfaction of the volunteer, increase the
retention. This issue will be discussed in the next section of this report (5.2.1. Satisfy
volunteers or achieve objectives? Can the ENGOs attain both?).
While the committed volunteer means benefit for the organization (Ryan et al., 2001). When
the olu tee lea e the p og a , it does t e essa a loss. It a e see that a pe so
contributed in the organization life, she/he is developed as the organization also developed
with her/his contribution and the time came when the person had to move forward. From
the interviews I could see that most of the responders see this in the same way and accept
that this is the normal process, part of the volunteer and organization life.
The issue of low retentio ate is itte i the u tu e atego due to the studies hi h
found that adoption of management practice has positive effect on the commitment (Hager
& Brudney, 2004a).

5.1.1.17 The level of Volunteer involvement, the intensiveness of the volunteer program
The level of volunteer involvement is an important factor and might relates to the
organization dependency of volunteers. It was mentioned by the responder of MTVSZ (type
3) that until the volunteer program is a marginal activity at the organization (they work with
olu tee o asio all , it o t o k ell. The olu ta is has to be at organizational level.
This topic was mentioned by the responder of WWF (type 3), they would like to work with
volunteers but for they it needs a coordinator who can spend time with it, regular programs
and programs in which the volunteers can be involved. This imply that the NGOs need
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greater investment, extra effort to integrate the volunteer program into their regular
operation. The Greenpeace is a good example for it, which even have a department for it; its
volunteer program is successful but on the other hand the organization do invest to maintain
it. The type 2 ENGOs (MME, FVF and DN) are differ somehow. The level of volunteer
involvement is high due that the volunteers complete a lot of work but the level of
investment is not high compare to the other ENGOs. It may relate to the fact that they are
strongly depends on volunteer help. My perception is that this is one of the main factor
which can have an effect on the efficiency of the volunteer program.
The MTVSZ and WWF mentioned another challenge which seems like an important factor
e e the othe s did t sa it. It s that u til the o ga izatio o k o asio all ith
olu tee s, the olu tee a ti it is a gi al , it does t o k , it has to e o
o ga izatio al le el .
The voluntarism is really useful and effe ti e. It does t e essa eed that e e
organization has to work with them but if they want to, they have to invest energy in it. But
it s a i ious i le e ause if the o ga izatio does t i est that e e g it o t pa off.
The ha e to i est a lot of e e g i the egi i g ut it pa s off late , the balance is
positive, it worth to work with volunteers MTV“) pers. comm., 2014)
In order to worth to work with volunteers, the voluntarism has to be on organizational
level. A lot of organization doesn't think in voluntarism, they involve the volunteers in
marginal work is good, but they are not the part of the life of the organization. If the
o ga izatio does t dete i e the olu tee ole i the o ga izatio al le el, it will be a
tilting at windmills. They can communicate with them, make meetings but if they cannot
involve in work, it will be more like a club. MTV“) pers. comm., 2014)
The adoption of VM practice may also depends on the on the organization support, on the
pla e of the Volu tee Ma age e t i the o ga izatio s st u tu e. Ma e so e of the
o ga izatio takes it g a ted that the e a e olu tee s a d do t thi k a out the a ou t of
effort (investment) which it requires to keep them active. Moreover there are other, more
urgent tasks, projects or issues at the organization which require attention, time and energy
thus the voluntarism might be neglected. Furthermore the capacity of the organization
determines what they can carry out. Even they want to increase the volunteer involvement,
if the do t ha e the apa it to i est o e i olu tee p og a , the a ot p o ide
more than what they have now.

No clear division
The elo des i ed ite s a e elo g to the o lea di isio atego e ause I
considered that until some level the item can be changed with volunteer management
p a ti e ut it a depe ds o othe i u sta es/fa to s su h as the o ga izatio
apa it o the olu tee s pe so alit .

5.1.1.18 Volunteers’ behaviour and skills

The volunteers can stop the work in any time and not obligated to participate in every task.
Besides the attitude towards the work is not always appropriate (DN, WW, MTVSZ, pers.

81
comm., 2014). In some cases the volunteers represent the organization and it could be that
the opi io of the pe so does t suit to the o ga izatio s poli (DN, pers. comm., 2014).
The other challenge is the unreliability of the volunteers, which makes it hard to plan for
long term (WWF, MTVSZ pers. comm., 2014). However none of the responder mentioned
the olu tee s egati e eha iou ad a f e ue t p o le , a d the o fli ts a e also a e.
This ea the oo di ato does t ha e to spe d plus effo t to ha dle this issue.
The skills of the volunteer party depends on the volunteer abilities abut it can be changed by
t ai i g. As it as dis ussed ea lie i the epo t, the lea i g e skills is a oti ati g
factor. In case of Greenpeace and MME, training volunteers is important. As the responder
of MME mentioned, he involves the volunteers in tasks which suit to their skills.
The olu tee s eha iou depe ds o the i di idual, ut also affe ted the supe isio ,
hu a esou e a age e t a d VMP adoptio . The study of Hager & Brudney (2004a)
stated that non-productive behaviour of volunteers may relates to the low volunteer
a age e t apa it e.g.: do t ha e desig ated olu tee oo di ato . Although
negative behaviour can occur in any workplace and make such a conclusion maybe too
strong strict.
The volunteers behaviour and skill is i the ot lea di isio atego e ause as studies
found adoption of management practice lower the issues, however the behaviour of a
person cannot be predictable. The skills, knowledge of the volunteer are also given but it
could be changed by training.

5.1.1.19 Volunteer job type

According to the responders, the ideal program for volunteers means: easy to explain,
si ple e ough to a o plish it ell, lea l o ga ized, a d does t e ui e de isio aki g
form the volunteer (MME, MTVSZ, WWF pers. comm., 2014). The reason not involving
volunteers in program is that the task require expert or it include decision making (WWF,
MTVSZ, MME pers. comm., 2014) or the task comes in the last minute (MTVSZ pers. comm.,
2014).
While the literature investigate what are the characteristic of a good volunteer job which
satisf the olu tee s needs (Gidron, 1983; Silverberg et al., 2002). It does t dis uss ho
hard it is for the organization to make a program like this. Mostly the type 3 organizations
mentioned it as a challenge to find a suitable program for the volunteers. All the type 3
organization said that there would be applicant but no job which would suit for both the
volunteer and the organization (there are mostly office work and the volunteers would
prefer fieldwork).
One of the arising problem is that the need of the organization and what the volunteer can
offe does t at h. “o eti es the olu tee s ish to pe fo a task ut the do t ha e
the right skill, knowledge for it. Partly it can arise from not have a detailed task description
which would prevent the applicant from disappointment (CIB, 2000; Shin & Kleiner, 2003)
a d pa tl f o the olu tee s u ealisti idea ish a out the olu tee possi ilities
(MME pers. comm., 2014).
The o ga izatio ith e isti g a age e t eeds has to fi d out ho to i ol e the
volunteers into the project, make it attractive to them, provide rich experience which give

82
satisfa tio fo the , ea hile keep the o ga izatio s ai , a d a hie e the p oje t s
objective. This is an ambitious task which comes with a lot of challenge. At the
environmental sector, many tasks require expertise, and the volunteers cannot be trusted to
carry out. Hence it is difficult to find a job which is suitable for the volunteer and the
program contributes to the organization target. According to the interviews, the field work
usually is more attractive compare to office task but not every organization has the capacity
to organize and carry out field work (because of the capacity or the scope of the
organization).
The job type partly depends on the organization management but also other, immutable
factors (capacity, scope of the ENGO) therefore this element is take i to the ot lea
di isio atego .
Table 9. The barriers and challenges of conducting volunteer program categorized into nature and nurture type (based on
Hager & Brudney (2011) and constructed from the interviews)

Nature Nurture
Lack of knowledge or experience in human
Lack of human resource
resource management
Recruit sufficient number of volunteers or
Lack of time
volunteers with right skills
Required coordination or independent
Unreliability of volunteer commitment
volunteers
Lack of knowledge, experience in the Level of volunteer involvement, the
environment sector intensiveness of the volunteer program
Lack of finance fund
Lack of knowledge about net benefit of
volunteer involvement
Di e sit of olu tee s personality and
knowledge – practice of tolerance
The process of Nature Conservation
increases
Age of volunteers
The mission of organization
Reputation of the organization
Experience with volunteers
Dependency on volunteers
No clear division
Volu tee s eha iou , skill Volu tee s eha iou , skill
Volunteer job type Volunteer job type

Above the Table 9 summarize the arising barriers and challenges of conducting a volunteer
program. The table include the issues which was mentioned by the responders and my
interpretation from the interviews.
Why is it useful to put labels on these problems? With this sight, the managers can see
which factors cannot (immutable) or difficult to change. And which can be improved by
management practice (alterable). Although further studies need to see which factors has

83
significant effect on the recruitment, retention and overall the success of the volunteer
program. For example the lack of time is an immutable factor but not necessary plays
significant role in the success of the volunteer program.
This section was written for a purpose that it may help to identify the limitations and also
the possibility for improvement, it may help to prioritize the problem by knowing which can
be altered and improved by management practice. However to gain a better understanding
of the investment of volunteer involvement, has to examine the benefits too.

5.1.2 Benefits of voluntarism

Clearly, the volunteer work means financial support for the organization, but beside this
obvious benefit, the organization can gain much more from the cooperation. Collecting and
categorizing these benefits, help to give a clear picture about the role of the volunteer
/volunteer program in the organization. Furthermore it can help to assess the volunteer
program by examine what benefit the volunteers bring to the organization and how can it be
increased. These benefits can be divided into Social, Economy, Organization development
and Environmental Protection category. The categories are constructed by me, based on
that what the volunteers affect and important for an ENGO.
The social benefits are the impact on the working atmosphere of the organization. The
enthusiasm of the volunteers motivate the members, the opportunity to work with new
people, and the fresh energy what the volunteers bring directly affect the working
atmosphere. These items were mentioned by the managers/coordinators who works
together with the volunteers, meets frequently with them (MME, MTVSZ, LM, Greenpeace).
The organizational development include the benefits which can improve the operation and
performance of the organization. These can be new ideas of the volunteers, different way of
thinking may shed light on some subject which the members may overlook (MTVSZ pers.
comm., 2014). Because the volunteer program require planning and management, it can
help the members to have an overview on the environmental project and to follow up the
achievements thus see the progress and success of the organization (MTVSZ pers. comm.,
2014). The advanced planning might change the attitude of the members, can help to think
in a strategic way, instead of doing it ad hoc (MTVSZ pers., comm. 2014). It could be say that
adoption of VMP brings clarity and standardized method.
Furthermore they mean diversity in a way that they have different skills and knowledge
which they add to the program. Beside the manager can choose the most suitable person
from a great selection of volunteers (MME pers., comm.).
The most emphasized benefit which was mentioned by every espo de is the e te ded
o ga izatio s apa it . Espe iall the ENGOs hi h depe ds o the olu tee help, oted
that thei o t i utio is u ial a d ith the olu tee the o ga izatio a ultipl thei
effo ts , pe fo o e task, sa e esou es thus this fu d a e spe d o the
organizatio s objective) (MME, FVF, DN, Greenpeace). It was highlighted that a lot of
p oje t ould t e a o plished ithout the help of the olu tee s MME, FVF, MTV“),
DN). As it was said by the responder of FVF They are the eyes and the ears of the
organization.

84
From the economic point of view: Through volunteers, the public has personal contact with
the organization (Greenpeace, pers., comm., 2014). In this way the volunteer build good
reputation by improving public relation which may lead to increased public support (DN,
Greenpeace, pers., comm., 2014). The advantage of train volunteers is that experienced
volunteer can help more to the manager, can be involved more in the organization
operation, even work as supervisor and take over coordinator tasks from the manager.
Furthermore satisfied volunteers may promote the organization to others thus help recruit
new members ref.
Contribution in Environmental Protection and Natural Resource Management
The volunteers contribute in Environmental Protection O B ie et al., ; ‘ a et al.,
2001). The environment can benefit from these activities directly and indirectly. They carry
out practical works such as monitoring, restoration and maintain habitat quality. We can see
from the example of the MME, FVF a d DN that the olu tee s o t i utio t a slated i to
the Nature Conservation. At the MME and FVF there is a direct effect of their work, because
most of the project/work of these two ENGOs carried out by volunteers who do monitoring
and habitat restoration. Most of the responder highlighted that without volunteer a lot of
o k o t e a ied out MME, FVF, DN, MTV“) pers. comm., 2014).
At the DN, the olu tee s i pa t also isi le e ause the get the ases fo the se eta
of the DN. The local groups notice the changes in the local area (the cases) and inform the
main office of the DN. If they have capacity for it, they lobby for the cause. So the
olu tee s i pa t o the e i o e t a e i p a ti al o i a politi al le el.
On the other hand, as it was mentioned by some of the responder (DN, FVF, WWF), if the
work of the volunteers (management of the habitat) were carried out by professionals, it
would be faster and more efficient. Although the responder of the DN emphasized, with
volunteers the o ga izatio gai o e, the e gage e t hi h is a very strong protection .
The habitat which is managed by the government, if there is a lack of fund, and they stop
a agi g the a ea, o od a es. But if there are 15 engaged people who are working
there, no politician will every touch such an area, they will think very carefully. The
olu tee s o a lo al asis a e a politi al th eate aisi g a a e ess a out
environmental issues (DN pers. comm., 2014).
The education of the volunteers have long term or indirect effect on the environment
protection sector. The indirect effect of the volunteers work is more related to the pro-
environmental behaviour. The volunteer programs enhance the engagement of public with
nature; increase public awareness about environmental problems; with campaigns, events,
educational programs, public tours they outreach the message of the organization. And as
mentioned above, the public can have personal connection with the organization through
the volunteers (Greenpeace pers. comm., 2014).
Studies also support that volunteer play an important role in environmental protection (Ryan
et al., ; Chu h & Elste , ; O B ie et al., ; Miles et al., . A d it as
expressed nicely by Miles et al., (1998) volunta is a e a a to a ds healing
relationship with the natural world p. ).

85
This can lead to the conclusion that more investment in volunteers, presumably has positive
effect on Environmental Protection. If the organization has the capacity to maintain its
volunteer program efficiently, moreover extend its capacity with the help of the volunteers,
the organizations could achieve more success in environmental sector.

Benefits from external opportunities

Opportunities for improvement

Opportunity imply to a situation, occasion which advancement for the organization and
occurs outside of the organization (McIntyre, 2008). The fact that an organization work with
volunteers can mean advantages in some situation or bring advancement for the
organization. It can be new external resources, workshop. Opportunity to start cooperation
with organizations, national or international. Possibility to attend meeting, conference,
counselling. A o di g to the i te ie s the fa t o ki g ith olu tee s did t i g
opportunities, external benefit. It was mentioned that it mean an advantage when the ENGO
apply for a project /proposal writing, although this advantage is not significant. This an
important issue. Several studies found that voluntarism is beneficial for the individual, for
the communities and to the economy of the community. (Ryan et al., 2001; Graham, 2004)).
The responders of the DN and FVF also noted that government is more and more interested
in using volunteers. Although the government instead of supporting the NGOs which invest
their resources in volunteers, try to build their own volunteer base at the municipalities. The
NGOs a ki d of ha e o e e pe ie e i o ki g ith olu tee s the efo e it ake
more sense to support them to able to improve their capacity and volunteer program.

Cooperation
During the interviews, the organizations in general didn´t mention if the fact that they work
with volunteers brought any possibilities for the organization. However two organizations
(LM, MTVSZ pers. comm., 2014) noted that it is an advantage when they write project
proposal, apply for a project. Moreover one of the organization (MTVSZ pers. comm., 2014)
told that they organized a workshop about volunteer management for the local organization
(for the local groups with which the organization cooperate). Thus the fact that those
organizations work with volunteers brought opportunity for the local groups. Moreover the
espo de of LM e tio ed that it a did t i g e elatio ships ut st e gthe the
old ones.
In table 10 the benefits of voluntarism is categorized by which area they affect: social,
economy, organization development, environment protection. Also divided by their direct
and indirect impact. The direct impact which the organization can feel either day-to-day
work personally, or general have an effect on the organization structure, operation. The
result of the indirect effect is maybe not so clear but equally important (for the organization
and for its mission as well), its effect may be seen later or in an indirect way.

86
 Table 10. The benefits of voluntarism from the organizations' perspective (constructed from the interviews)

Organization Environment
Social Economy
development Protection
Direct
Education of
volunteers, changing
Enthusiasm New ideas Work labour
pro-environmental
behaviour
Extend
Diversity -
o ga izatio s Multiply the Practical works,
working with
capacity, increase number of projects habitat restoration
new people
quality and scope
Volunteers work as
Diversity – Skills, supervisor /
Energy Monitoring
Knowledge assistant of the
manager
Shed light on some Promotion –
subject recruit volunteers
Personal contact
with public
Have an overview
on the project,
follow up the
achievements
The VM strategy
brings structure,
helps to think in
strategic way
Indirect
Reputation - Build up
improving public environmental
Collaboration and
relation and awareness, engage
partnership
increased support public with nature
from public
Education of
volunteers,
Opportunities for
Changing pro-
development
environmental
behaviour

Nature and nurture rooting benefits

The benefits can be categorized in a way such as the challenges (see table 11), the nature
category indicate the benefits which depends on the volunteer, his/her behaviour, skills,
knowledge or other circumstances. While the nurture refer to the benefits which depends
ot just o the olu tee ut o the o ga izatio app oa h o the le el of i ol e e t.

87
Subdivision like this may help to identify which benefit can be increased by using
management tools and which depends on the volunteer characteristic or situation. However
the categorization may also depends on the capacity of the organization like have a paid
coordinator or type of activity what the organization can able to offer.
Table 11. Benefits of voluntarism categorized into nature and nurture type (based on Hager & Brudney (2011),
constructed from the interviews)

Nature Nurture
Enthusiasm Using volunteers for recruitment
Shed light on some subject New ideas
Energy Build up environmental awareness
Work labour Volunteer as supervisor
Multiply projects Education of volunteers, changing pro-
environmental behaviour, engage with
nature
Diversity - working with new people Build up environmental awareness, engage
public with nature
Diversity – skills, knowledge Personal contact with public
Have an overview on the project, follow up E te d o ga izatio s apa it , increase
the achievements quality and scope
The VM strategy brings structure, helps to Volunteers work as supervisor / assistant of
think in strategic way the manager
Personal contact with public Practical works, habitat restoration,
monitoring

No Clear division
Promotion and Reputation
recruit volunteers, improving public relation and increased support from public
Opportunities for development
Collaboration and partnership

Nurture items
Some of the benefit item depends on the type of activity the organization can offer (able to
o ga ize a d o the ti e spe t o t ai i g olu tee s: uild up e i o e tal a a e ess ;
ha ge p o-environmental behaviour and engage with natu e ; edu atio of olu tee s .
While other items are affected by the level of involvement in the operation of the
o ga izatio , also the le el of espo si ilit /i depe de the task e ui e: usi g
olu tee fo e uit e t ; olu tee as a ge assista t supe iso ; extend
o ga izatio s apa it . And how much the organizatio is ope fo the olu tee s
cont i utio : i gi g e ideas , shed light o so e su je t .

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No clear division
Partly depends on the organization and on the circumstances to find new or strengthen the
old oope atio ith othe o ga izatio s ; participate for example on workshops, trainings,
oppo tu ities fo de elop e t . The reputation depends on the volunteer and the
organization as well. Depends on the volunteer if she/he promote the ENGO. And it partly
depends on the organization, if the volunteer feel satisfied and engaged with the
organization, he/she will promote it to others.
To gain a whole picture about the voluntarism, ENGOs have to consider both the costs and
benefits. The Table 12 include the items which were discussed above.
Table 12. The benefits and challenges of volunteer involvement for the ENGOs (constructed from the interviews)

Nature Nurture
Benefit Challenge Benefit Challenge
Lack of knowledge in
Lack of human Using volunteers for
Enthusiasm human resource
resource recruitment
management
Unreliability of
Education of
Energy Lack of time volunteer
volunteers
commitment
Recruit sufficient
Lack of knowledge,
Shed light on some Build up environmental number of
experience in the
subject awareness volunteers with right
environment sector
skills
Education of
Level of volunteer
The process of volunteers, changing
involvement, the
Multiply projects Nature Conservation pro-environmental
intensiveness of the
increases behaviour, engage with
volunteer program
nature
Diversity of
olu tee s
Diversity - Working Opportunities for
personality and
with new people development
knowledge –
practice of tolerance
Work labour Lack of finance fund New ideas
Have an overview Lack of knowledge
E te d o ga izatio s
on the project, about net benefit of
capacity, increase
follow up the volunteer
quality and scope
achievements involvement
Personal contact The VM adoption helps
with public think in strategic way
Age of volunteers Age of volunteers
Reputation of the Reputation of the
ENGO (well-known ENGO (less known Volunteer as supervisor
by the public) by the public)

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 Nature Nurture
Benefit Challenge Benefit Challenge
More experience Less experience with
with volunteers volunteers
Dependency on Dependency on
volunteers volunteers
No Clear division
Benefit Challenge
Promotion , Reputation by the volunteers Volu tee s eha iou , skill
Opportunities for advancement Volunteer job type
Collaboration and partnership
The mission of organization The mission of organization

5.1.3 Two model of the volunteer involvement evaluation

The evaluation of the volunteer program might cause some difficulties. There are generally
two approaches, the economic assessment which look at the financial part. This
measurement maybe not suitable for the ENGOs because the benefits brought by the
volunteers are not all financial. (To assess the financial value of these benefits maybe
beyond the ENGOs capacity (Hager & Brudney, 2005) especially benefits which has indirect
impact. The other evaluation is the assessment of the volunteer program, degree of success
in delivery service (Hager & Brudney, 2005). However it is hard to use one, unified measure
as every organization offer different service or in different level and with different level of
volunteer involvement.

Net Benefit of voluntarism

Net benefit the model from Hager & Brudney (2005) was created to evaluate the volunteer
program of the organization. They created a method with include the benefits and
challenges into one barometer. It is evaluate the progress of the volunteer program, the
degree of success in delivery service and may compare it with similar organizations.
However before comparing the organizations, it would be crucial to identify and understand
which organization characteristic affect the recruitment, retention, efficiency of volunteer
program and the effectiveness of VM practice adoption. Without this information the result
of the comparison may discourage some organization. Furthermore the original model of the
study included less items, this may not give an objective, clear result. It is hard to use a
unified measure as every organization offer different service or in different level. The other
limitation of the method is that the survey is that the manager/coordinator fill out. So it
ep ese ts the a age s opi io hi h a e ot o je ti e.

Modell nature nurture

The method which was used in this section, to categorize the issues and benefits into nature
(immutable problem) or nurture (alterable) types (Hager & Brudney, 2011) is useful to get an

90
overview about the potentials and challenges and its arising place in the volunteer program.
While the categorization can be a helpful tool, there are some difficulties with it.
Some items is not clear which category they should belong to. It is because the issues partly
depend on the organization and partly the volunteer or circumstances. The circumstance
a d the o ga izatio s ha a te a affe t if a issue elo gs to a atu e o u tu e
category, and its sig ifi a e. Fo e a ple ha i g a olu tee oo di ato lesse the
problem of lack of time. Or the mission of the organization can also affect some issues: if the
organization has possibility to organize fieldwork (because its scope/mission) then the jo
t pe is a u tu e ite . O the othe ha d if the o ga izatio issio does ot e essa
e ui e field o k o e lo o k the the jo t pe is o e a atu e p o le , a e
they can lessen the problem with management practice but cannot change their mission.
Further studies need to see which factors has significant effect on the recruitment, retention
and overall the success of the volunteer program. For example the lack of time is an
immutable factor but not necessary plays significant role in the success of the volunteer
program. Nonetheless this categorization may help to prioritize the problem by knowing
which can be altered and improved by management practice.

5.2 Does adaption of the Volunteer Management Practice assists enhancing

the volunteer progra ’s effi ie y?
Many studies concluded that adoption of Volunteer Management Practice do improve the
volunteer program, lessen the recruitment and retention problem (Galindo-Kuhn & Guzley,
2001; Silverberg et al., 2002; Ryan et al., 2001; Hager & Brudney, 2004b). Study of Hager and
Brudney (2004) states that organization can benefit more when they adopt volunteer
management practices and has volunteer coordinator. There is a "direct relationship
between greater adoption of volunteer management practices and net benefits from
volunteers" (Hager & Brudney, 2004b, p.8).
Two of the examined organization (MTVSZ, LM) experienced this phenomenon. Their
volunteer program became more active and efficient in the time they invested more in VMP.
Although they also experienced decline when the intensiveness of the VMP decreased. From
one side, the assumption could be true (adoption of VMP and paid volunteer manager
increase the effectiveness of the volunteer program), however it may means a continuous
investment from the organization.
First it is important to emphasize that whereas studies found that adaption of Volunteer
Management Practices lessen the issues and enhance the effectiveness of volunteer
program and result in high net benefit (Hager & Brudney 2004ab; Bussel and Forbes, 2003;
CIB, 2000), the low level of management practices adoption does not mean insufficient
volunteer program or arising issues not necessary related to low management practice
adoption. While seemingly the VMP adoption is an effective way to improve the volunteer
program. From the example of the type 2 ENGOs (DN, FVF, MME), it can be seen that they
have a well-fu tio i g olu tee ase ut the a age e t does t ea e t a i est e t.
One of the issue is that there is no agreement about effectiveness of single management
practices (Taylor et al., 2006). Thus organization which are lack of resources, can hardly

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decide which practice they can adapt, which is the most efficient in their case. One can
assume that the effectiveness of these practices also depends on the characteristic of the
organization. The ENGOs a ot/should t o k di e tl f o te t ook. Depe di g o thei
needs, capacity and possibilities, they can apply the parts which suit for them, adjust the
practice in a way they can use.

Figure 11. How the Volunteer Management Cycle, the Volunteer Life Cycle and the Project Cycle connect and depend on
each other (inspirited by model of CIB, 2000 and Bussel & Forbes, 2003)

The Figure 11 aims to demonstrate that how much energy, time and resources need to
o e the Volunteer Management Cycle which connect to the Volunteer Life Cycle and the
Project Cycle. The effort which is invested in the Volunteer Management results in the
volunteer satisfaction and commitment, which translates into the Project functioning.
However as the figure shows the investment may be more than the ENGO can provide. From
this, the concern arises, does the organization has the capacity to conduct a volunteer
program? Does the investment in volunteer program distract the resources from its
objective?

5.2.1 Satisfy volunteers or achieve objectives? Can the ENGOs attain both?
According to the literature organizations which focus on satisfying the volunteers,
experience higher retention rate (Ringer, 1996; Hager & Brudney, 2004b; Ryan et al., 2001)
thus bring benefit for the organization. O the othe ha d the o ga izatio s ai to attai of
its goal with a project and not to entertain the volunteers. While all the
coordinators/managers considered important that the volunteers feel good, enjoy the
activity, the main purpose of the activity is to accomplish the project. The recommended
practices to increase satisfaction may require too much resources from the ENGOs If the
ENGO focuses on the volunteers eeds, it may divert the ENGO from its aim and the project
cannot achieve its objectives. The organization has to find the balance between provide
good experience to the volunteers, while they are really helping to accomplish the project.

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This section will look at the factors which affect satisfaction and how these factors and the
related management practices appear at the examined ENGOs. Usually studies examine the
fa to s f o the olu tee s poi t of ie , ut ho these fa to s look like from the
o ga izatio s pe spe ti e? What fa to s the oo di ato s/ a age s o side i po ta t?
What are their experience? Does the adoption of certain practices enhance the positive
effect of the factors? And what can be the differences among the ENGOs?
The main factors which affect satisfaction and commitment are: relationship with others;
enjoy the work (volunteer job type); doing worthwhile work; independency; learning self-
development; project organization and competing commitment. (However the competing
o it e ts i lude fa to s su h as othe possi le a ti ities o i g f o the a ea . There
is not much the organization can do about to lessen these barriers. Thus this o t e
discussed below).

5.2.1.1 Relationship with other, Team building

As it was noted i the lite atu e e ie , a studies fou d the so ial fa to i po ta t i
the oti atio a d i the e ha e e t of satisfa tio , as eet ith like i ded people .
(Gidron, 1983; Silverberg et al., 2002; Miles et al., 1998; Ryan et al., 2002; Galindo-Kuhn &
Guzley, 2001).
According to the interviews, the coordinator has to know very well the volunteers, their
motivations, skills, knowledge, which job is suit to him/her (Greenpeace, MME pers. comm.,
2014). The responder of the Greenpeace (type 1) emphasized the importance of the
community and its positive effect on the commitment. He pay attention to create a good
atmosphere, a good group community, organize program for the volunteers. This result in
the volunteers of Greenpeace made friendships, make program together outside of the
olu tee o k. This fa to s hi h as ide tified the lite atu e elatio ship ith othe s
o i teg atio ha e sig ifi a t effe t o the satisfa tio (Galindo-Kuhn & Guzley, 2001;
Ralston & Rhoden, 2005). Although this stud did t i luded i te ie s ith the lo al
volunteer groups of the organization, from the interviews with the DN and FVF, the way they
talked about them, imply that these groups formed friendship because they hold together.
If the volunteers have a common goal it could create a bond between them. Furthermore
the relationship between the volunteers can relate to the intensiveness of the activities,
where is more frequent the participation of the volunteers, there is more strong relationship
between them. A strong bond between the volunteers, the common interest make a feeling
of belonging, they get engaged with the job. This create a strong group, and the members of
the g oups a ha ge ut the g oups itself sta a d the old members share their
k o ledge a d skills ith the e e e s. This is discussed in the study of Galindo-Kuhn
& Guzley (2001) where they note that this factors related to the retention.
However this factors has a backside as well. As it was mentioned by the responder of
G ee pea e, so e of the e appli a t a e uit e ause do ot feel fit i to the g oup
(in the case of Greenpeace this can come from the age difference since the core volunteers
are from the same generation). This was discussed by Martinez and McMullin (2004) that
active members are most likely are similar in age, sex or employment status.

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Most of the organization know very well the volunteers. Indeed the coordinator of
Greenpeace (type 1) consider important to have personal relationship with the volunteers.
However the halle ge is that ith the g o i g u e of olu tee s, it s ha d to keep the
personal contact with everybody. This appear in the case of the type 2 ENGOs at FVF, DN
and MME where are local groups work in the countryside. The manager keeps contact with
the leader of the group. The high number of the volunteers make it impossible to keep
personal relationship with everybody. (MME: 25-30 local group with around 2500 volunteer;
FVF: 21 local group and around 230 volunteers; DN: 97 local group and around 1500
volunteers)
A o di g to the G ee pea e, eati g a st o g o u it , so adopti g the VM p a ti e
enhance the positive effect of this factor. In a case where the volunteers work/meet with the
manager regularly, it means additional investment. On the other hand, where local groups
work i depe de tl , the adoptio of VM p a ti e does t appea , ot i the sa e le el of
investment.

5.2.1.2 Volunteer job type

According to the interviews it appeared that one of the main problem is to find a suitable
program for the volunteers. The organization not necessary want to increase the number of
applicant (the motivation to volunteer is not missing). Rather they have challenge to find a
suitable program for them, to find their place in the organization. While the literature
i estigate hat a e the ha a te isti of a good olu tee jo hi h satisf the olu tee s
eeds Gid o , ; “il e e g et al., . It does t dis uss ho ha d it is fo the
organization to make a program which provide rich experience for the volunteers and at the
same time achieve its aim.
As it was discussed in the chapter 5.1. (What are the challenges of conducting a volunteer
program, job type 5.1.1.19), a good olu tee p og a a does t fit to the o ga izatio s
goal. And creating an interesting program for the volunteers which is challenging, they can
use their skills (Gidron et al., 1998), in order to satisfy them (thus adopt the VM practice)
a e o d the o ga izatio s apa it .
However according to the responder of FVF, volunteers are satisfied with their job because
they like the natural area where they work and love birds. It can be assumed from the high
number of volunteers (around 2500) that it is the same at the MME where the jobs relate to
bird protection.
Agai the e is a diffe e e i the i est e t. Whe e the olu tee s goal is the sa e as the
ENGOs goal, a d the olu tee jo elated to thei fa ou ed a ti it e i atu e , the
manager does not have to invest additional effort, energy to organize a volunteer work. This
case is true for the type 2 organization (FVF, MME, DN).

5.2.1.3 Doing a worthwhile work, follow up the project

Most of the organization highlighted the importance (maybe the most important) of the
feedback, to follow up of the project. This li ked to the fa to o th hile o k o thei
o k is e og ized hi h as sig ifi a t fa to i ost of the esea h (Gidron, 1983;
Silverberg et al., 2002; Galindo-Kuhn & Guzley, 2001; Martinez & McMullin, 2004). The
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managers follow up the project, inform the volunteers about the result in order to show
them the effect of their contribution. None of the responders noted it as a burden, indeed
everybody consider this act highly important. Indeed the responder of MTVSZ noted that the
follo up also helps to the o ga izatio to o ito thei p oje t a d see the p og ess.
A o di g to the e a i ed ENGOs, the gi i g feed a k , so the adoptio of the VM p a ti e
enhance the positive effect of this factor. Besides, there is no difference among the
organizations, everybody put the same effort in this act.

5.2.1.4 Independency, responsibility and empowerment

There were three studies which found this factor significant (Gidron, 1983; Miles et al., 1998
and Kulik, 2007), they note the items as I depe de , high le el of e po e e t , Feel
i te si el i ol ed a d Pa ti ipati g f e ue tl hi h lead to high satisfa tio .
At the organization this factor appear differently. At the type 2 ENGOs (DN, FVF, MME) there
are local volunteer groups who work independently and volunteers teach each other. The
manager communicate with them, discuss the management but the work is done by the
olu tee s. The do t adopt e tai VM p a ti e, this athe o es f o the featu e of the
job, the situation and the skills of the volunteers. Precisely, the work is not complex and
elates to the olu tee s fa ou ed a ti it : i d o ito i g, ai tai ha itat, a d e i
nature. Or as it was noted by the responder of FVF and DN, most of them work there since
long time, they have the experience. Furthermore the works are carried out in the
countryside in several areas, it is impossible for the manger to be there.
The volunteers who help in office task, usually can accomplish the work alone. The
volunteers who help at events and campaign thus work together with the
manager/coordinator, require more coordination. This is true for the MTVSZ, WWF, LM,
MME and Greenpeace. The difference between the two type of job that the event is in a
certain place and time, while the office task can be done alone.
There is an important difference between the organizations which spend more on
coordinating the volunteers. The volunteers at the Greenpeace (type 1) and at the main
office of MME (type 2) are more independent, taken on more responsibility thus help more
the coordinators. This is a result of the investment in training volunteers. Furthermore the
volunteer activity is more intense, frequent compare to the type 3 organizations.
While at the type 3 other organization (WWF, LM) where the volunteer activity is less
intense, the volunteers require more coordination, o e hu a esou e a age e t . As
it as o se ed the espo de of LM, the olu tee s p efe ed to sta a e plo ee
rather than be a charge of the work. The responder of WWF also highlighted that volunteer
do t like to e left alo e. The resemblance between the two organizations that the
volunteer activity is not regular, rather happens occasionally. At the MTVSZ (type 3) the
volunteer activity is more frequent and the coordinator invest more in the VM practices, also
experienced higher independence from the volunteers.
The difference in adoption of VM practice appear at the type 2 ENGOs (FVF, DN) where the
lo al g oups o k, the a age s do t ha e to t ai the olu tee s to ake the ok
independently. While there are a lot of independent volunteer at the Greenpeace, the

95
coordinator adopt VM practice in a way that they invest in training. This phenomenon
appears within the MME, the local groups work independently, while the volunteers at the
main office require some coordination and the coordinator has to train volunteers so they
can take on more responsibility.
The DN should be mentioned separately. However the local groups work independent and
accomplish the volunteer task successfully, the manager mentioned that they need help in
othe task su h as e uit e e e s, o ga ize e e ts. The p og a Gi e atu e a ha d
aim to solve this, they want to teach these additional task to the volunteers thus they can
work entirely independent. As it was noted by the manager, this is a huge investment, takes
a lot of resources (money, time, energy) but it worth if next time the local groups can do this
program by themselves.

It could be assumed from the example of the ENGOs that investment in training volunteers
so they can work independently, pays off. This is supported by the studies of (Gidron, 1983;
Miles et al., 1998) which discuss that volunteers who get task with more responsibility and
participate more frequently, have higher satisfaction thus higher retention rate. As well as
the study of Hager & Brudney (2004a) found that higher level of volunteer involvement lead
to higher net benefit of voluntarism for the organization (Hager & Brudney, 2004a).
However this investment require additional effort (time, energy) from the manager.
The type 3 ENGOs (MTVSZ, LM, WWF) not invest in training because they do not have job
which would require. Although if the volunteers can extend the capacity of the ENGO, the
training would be necessary which means more investment from the organization but
maybe it would also result in higher benefit.
From the ase of the t pe ENGOs, it ould e assu ed that the i depe de a
depends on the type of the task (the volunteers can carry out alone), the level of
involvement (how frequent is the volunteer activity) and the duration of volunteer time
(since how long they work there).
F o this it a e supposed that the i depe de of the olu tee is affe ted ot just the
t ai i g as a VMP ut the jo t pe a d the olu tee s k o ledge, du atio of olu tee
time.

5.2.1.5 Learning, self-development

The learning and self-development strongly linked to the above discussed topic
i depe de , espo si ilit a d e po e e t . As it as e tio ed so e o ga izatio
invest more in training, teaching volunteers and have more benefit from it (MME,
Greenpeace). While othe s do t ha e to spe d e t a effo t i it, the olu tee k o thei
task (FVF, DN, MME). And at some ENGOs, the level of involvement or the job type makes it
difficult to give task with more responsibility (WWF, LM).
F o a othe aspe t, the lea i g a e o e i po ta t fo ou g people a d it is a ki d
of e a d LM, MTV“), MME, G ee pea e pe s. o ., . It s i po ta t that the FVF
and DN (type 2) have older volunteers, mostly retired people. The learning and self-
development may not play a role i thei satisfa tio thus the a age do t ha e to eate
opportunity for learning, skill development

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However the self-development could be important factor for older generation. As the MME
mentioned, some volunteer come to work when they are unemployed and with this job,
the feel useful , feel ette hi h help the to fi d a jo .

5.2.1.6 Project organization

The project organization factor include that the program is well organized, the volunteers
know what is expected from them and refer to communication quality (Ryan et al., 2001).
Every manager stated that the communication is important. The responder of the MTVSZ
emphasized that give detailed information is important to avoid disappointment and
misunderstanding, it enhance the effectiveness of the work because it will be clear for the
volunteer what is the task. It was mentioned by the responder of MTVSZ and LM that the
volunteer management brought more structure in the organization, help to think in a
strategic way, think about volunteer involvement in advance. In the study of Ryan et al.,
(2001) this factor had significant effect on the commitment of the volunteers.
According to the interviews, to pay attention to organize the project accurately, plan in
advance, communicate with the volunteers, so the adoption of VMP enhance the positive
effe t of p oje t o ga izatio . A d this task of the a age / oo di ato does t take as
u h e t a effo t hi h ould pull a k the a age s o k.

5.2.2 The two model of Voluntarism – can it be used for evaluation and
improvement?
This section shortly discuss about the two model Volunteer Management Cycle and
Volunteer Life Cycle as a part of the VM Practice. Examine if the volunteer program
efficiency can be enhanced by using these models.
The model of VMC de o st ate the olu tee a age e t p o ess f o the o ga izatio
perspective. It advantages that it i lude the a age s tasks a d sho f o the i itial stage
until the evaluation, what are the responsibilities of the manager, there are many
recommendation to improve the volunteer program.
The limitations of this model that it is a generalized volunteer management, thus
o ga izatio s a ot a d should t adapt all the suggested ethod. The stud otes that
every organization should adopt the items which suit to their structure and capacity.
However more information needed about how the single practices affect the volunteer
program efficiency. As well as there is not enough information about that what determines
that which practices suit better or less to an organization. The VMC is a good base for a
volunteer management model, although because the manager has to change or leave out
some practices, the use of this model may cause some difficulties.
The Volunteer Life Cycle shows the volunteering process f o the olu tee s pe spe ti e.
Its advantages that it is the same in every case, thus it can be used by every ENGOs. The two
model is connected to each, the Figure 12 aims to demonstrate that how the two cycle
connect and depend on each other.

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 Figure 12. How the Volunteer Life Cycle and the Volunteer Management Cycle connect to each other (inspiration from
the two model VLC and VMC (Bussel & Forbes 2003; CIB, 2000)

While the VLC model reveals very well where the different marketing practices should take
place, the weakness of it that it is more about how to satisfy the volunteers, how to reach
high retention rate, rather then what the organization can offer within its capabilities. For
example it cannot be used to identify where the challenges and barriers appear in the
process of VM.
Furthermore the VLC odel does t o tai , that the e is a lea i g u e of the olu tee .
From the point when the volunteer join to the organization, get to know more about the
organization. After the volunteer joined to the program, he/she goes through on a learning
process, a learning curve. First the applicant get to know the organization, its members and
the tasks. The volunteer have an insight in the organization life, see the arising problems,
and maybe realize the weaknesses, gaps of the program and also the development
opportunities. The volunteer became more experienced, learns how the organization works,
may get job with more responsibility, able to accomplish tasks independently and train new
volunteers or even became supervisor.
And in some point the volunteer will leave the organization (or became a paid member). The
model is good although it is not very helpful when it s about assessing the volunteer
management as a whole cycle, because the VLC is just a part of the VMC, the VMC starts
earlier than the volunteer join and continue after the volunteer left (see Figure 12).

Conclusion – Does the VMP adoption enhance the volunteer program efficiency?
It can be seen from the interviews that maintaining a volunteer program means investment
from the ENGOs. The differences between the ENGOs is the level of investment, what the
managers/coordinators think is needed to run a volunteer program? In some cases a low
investment is enough to maintain the volunteer activity. In the case of DN, MME and FVF,
the olu tee s o k i depe de tl a d do t e ui e oo di atio , he e the a age
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does t ha e to ake e t a i est e t to satisf them or increase the retention. In other
cases the organization have to invest a lot of energy to keep the p og a s o ti uit . In the
case of MTVSZ and LM, the adoption of VMP improved the volunteer program but
discontinuation if it resulted in decreased volunteer number. The question arise, why some
of the ENGO need a continuous investment to maintain its volunteer program?
This section discussed how the adoption of VMP can improve some of the factors which
affect satisfaction among the examined ENGOs. According to the interviews, adoption of VM
Practice strengthen the positive effect of these factors, however the differences among the
ENGOs imply that some of the factor is affected by other element or circumstances. Thus
supposedly adoption of VM practices are enhance volunteer program efficiency, but
consideration of other factors are important in order to know what practice should be
adopted and how.
What are the other factors which affect the efficiency of the volunteer program? Why is it so
that some organizations have to invest a lot to maintain an active volunteer program while
other organizations have committed volunteers with low investment?

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5.3 Can the characteristic of an ENGO affect the efficiency of the volunteer
program?
Unequivocal the ENGO is differ from other sector because of the environmental topic. The
volunteer program can be different because of the motivation of the volunteers, the view
towards the environment, science as a background and the type of activity. Although the
ENGO has some spe ial featu es, it is ot fa f o othe se to s, basically people want to do
good in a field of interest DN, pers. comm., 2014).
Is there any of the factor hi h elate to the e i o e t p ote tio e ha e o the
opposite lessen the efficiency of a volunteer program? Below I divided the features of
environmental volunteering into 5 category: Knowledge about and experience with
volunteers, Motivation to protect environment, View towards environment, Science and
Type of activity. The items discussed in this section are differ from the items which are
ge e all t ue to the olu tee s oti atio , satisfa tio .

Knowledge about and experience with volunteers

Whereas there is a long tradition of voluntarism in other sectors such as social area (as it was
also mention by the responder of DN (type 2), the environmental volunteering just recently
gained attention. Most of the research about voluntarism, volunteer management carried
out in the social sector, the information is useful but maybe cannot be entirely adapted in
the environmental organizations which means challenge. Thus this may mean a
disad a tage that the e is o eate t a k hi h a e opied other ENGO.

Motivation to protect environment

The espo de of the G ee pea e e p essed that the topi e i o e tal p ote tio
attracts people. There are more or less popular topics which increase or lessen the problem
of recruitment, the environment is not in the worst either the best situation.
The environmental altruistic motivations include: a i g fo oth hu a s a d atu e ,
helping the e i o e t , i p o e lo al e i o e t ‘alsto & ‘hode , ; Caissie &
Halpenny, 2003; Ryan et al., 2001, Martinez & McMullin, 2004). This was mentioned by the
responder of Greenpeace as the volunteers are motivated be ause the feel doi g
so ethi g good , ake a ha ge . And also noted by the responder of MME that
e i o e tal olu tee s attitude is different. Maybe the wish to volunteer and the wish to
o k ith atu e a e o e o e ted, so the a e a out hu a s a d atu e .
Maybe more importantly the environmental motivation also efe s to o e tio to the
o ga izatio s alue ‘alsto & ‘hode , 2005) and i p o i g the a eas that the olu tee s
use for their own recreation o the o k elates to the olu tee s fa ou ed a ti it . This
appear in the case of FVF and MME where the volunteers join to the program because they
love birds. As the responder of FVF said, The olu tee s eall eall lo e i ds a d the
a t to all the a do to ake the ese es good fo the Bi d. This also connect to the
satisfaction, it could be that there is a high commitment at the FVF and the MME because
the work, to protect the birds, to monitor them and maintain their habitat is relates to the
olu tee s fa ou ed a ti it , thus it satisf the .

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As more managers mentioned that one of the challenges is that volunteers maybe not have
clear idea about the volunteer possibilities (volunteers prefer fieldwork while there is a lot of
office task). They have expectations which cannot be satisfied. Because of their expectation
a d the ealit does t fit, lot of people a e d opped out MTV“), MME, WWF pe s. o .,
2014).
As a satisfa tio fa to , the e i o e t topi appea s as ea i gful a tio , acting in a
responsible manner towards the Earth , e efit fo the o u it a d futu e ge e atio
(Miles et al., 1998). These items show the importance of seeing the impact of their
contribution. This may cause more challenge because most of the environmental work
shows its result much later. Furthermore, most of the volunteer work what the ENGOs can
offer are office tasks, e e ts o a paig s hi h does t ha e di e t esult a d a e do t
make the volunteers feel that he/she really do something for the environment.
This can lead to the problem that the ENGO has to invest extra effort in order to create a
volunteer program which is more attractive and satisfying but it maybe does not contribute
to a hie e the o ga izatio s objective.
As a conclusion the Environment Protection item as motivation and satisfaction can cause
halle ges if the ENGO a ot offe a jo hi h sho the helped the e i o e t
because of their capacity or scope. However explaining, emphasizing and showing the
importance of their contribution could lessen this challenge.

View towards environment

The environmental volunteering can change the view towards the environmental issues and
enhance the pro-environmental behaviour of the volunteer (O B ie et al., ) (although
this assumption needs more investigating). Thus invest in volunteer involvement probably
beneficial for the environmental sector in over all, but still a question that the investment
bring high net benefit for the ENGOs.
Campbell & Smith (2006) highlight the importance of examining the values which the
volunteers hold toward the environment, protected species. It can have effect on the
recruitment and in satisfaction and commitment. As the FVF mentioned the volunteers join
because they love nature and love birds and there is no need for special rewards because
the impact of their work on the environment and the bird life, motivates them. The
volunteer really really love birds and they want to do all they can to make the reserves good
for the Bird. FVF pe s. o ., .
Moreover the environmental volunteering can be a way of bring people closer to nature,
raising awareness about environmental issue and enhance pro-environmental behaviour. As
it was discusses earlier (chapter 5.1.2. Benefits of voluntarism), this one of the main benefit
of volunteerism for the organization and to the environmental sector.

Science as motivating factor and result of volunteer contribution

There is a growing interest to use volunteers for scientific research, data collection,
monitoring (Brandon et al., 2003). Although there are some concern about the reliability of
the data and/or result of their work, studies found that no significant difference between
the monitoring data collected by volunteers and professionals if the volunteer are trained

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(Brandon et al., 2003; Fore et al., 2001). During the interview the organization members
ensured that the data collected by volunteers and tasks they accomplish are reliable and
accurate (MME, FVF, DN pers. comm., 2014). It is especially important where the volunteers
work independently or gather data for national, international purposes (e.g.: bird
monitoring).
The ad a tage of the s ie e fa to is that u h stude ts ish to lea a d gai
experience through volunteer job. Many volunteer program include monitoring, observing or
other kind of professional task. This can be important for student who would like to
contribute in a research, get experience in the field they studied (MTVSZ, MME, LM pers.
comm., 2014). On the other hand the disadvantaged that the difficult to base long term
research on an unreliable work labour. The difficulty with using volunteer for scientific
research can be that they are not so reliable (not obligated to accomplish the task), they are
not stable (depending on different factors how long a volunteer stay) which lead to the other
problem that the new volunteers have to be trained in order to able to perform the task.
Overall, the science as motivating factor could be great advantage, among people who are
interested and which to learn, gain skills in this sector can be attracted easier.

The importance of the type of activity

The t pe of a ti ities a e atego ized i to the es: p a ti al o k , iologi al e o di g ,
edu atio , a a e ess, a paig a d o ga izatio al suppo t (Measham & Barnett, 2008;
Scottish Natural Heritage, 2007).
The type of work can be a strong motivating factor for environmental volunteers. Studies
highlight the i po ta e of e i atu e , do a ph si al o k , do so ethi g hi h diffe
f o e e da jo a d also it elates to the olu tee s fa ou ed a ti it . (Bruyere &
Rappe, 2007; Caissie & Halpenny, 2003; Ralston & Rhoden, 2005). This shows that, practical
work (like restoration projects, planting) can be an attractive job for those who are
interested in environment protection.
However, as it was mentioned by many responders, the difficulty is that a lot of job require
expert or decision making, and the ENGO cannot involve volunteers (WWF, LM, MME pers.
comm., 2014). This diffi ult as dis ussed ea lie i the hapte . . What a e the
challenges of conducting a olu tee p og a ? that the environmental project usually have
e isti g a age e t eeds which makes it hard to involve volunteers.
The other challenges that usually these environmental project has a long term impact. This
again bring us back to the oti atio of the olu tee , 'improve the environment a d
o e a out thei i pa t . The olu tee s a ot see the esult of thei o k a d it ight
i g disappoi t e t e ause the do t feel thei o t ibution made a difference.
According to the i te ie , the a age s/ oo di ato e phasized the i po ta e of follo
up the p oje t a d e plai the effe t of the o k to the olu tee s. Ensuring the volunteers
and showing the effect of their contribution can lessen the problem of disappointment.
As the study of Miles et al. (1998) concluded, restoration project which involve people brings
benefit for both side, improve the condition of nature habitat and also the condition of the

102
volunteer. And maybe one of the most important feature which the study highlighted that
combine environmental project and voluntarism can be a way to reconnect people with
nature (Miles et al., 1998). The table 13 highlights the important features of environmental
volunteering. The first row shows the item which were identified by the literature, the
second row presents the opinion of the responders.
Some items means advantage for the ENGOs, some may cause challenges. Finding the way
to bring out the best of the features of the environmental volunteering can be challenging
but also fruitful.
Table 13. The main features of the Environmental Volunteering (constructed by the above mentioned literature and the
interviews).

Knowledge about
View towards
Motivation Science Type of activity and experience with
environment
volunteers
Identified by the literature
Environmental
altruistic,
Be outside, Be outside,
Value of the
Science, Physical work,
environment,
Concern about the Work is related to the
protected Contribute in
impact of the work on volunteers’ favoured
species. research,
the environment, activity,
Pro- Learning.
Connection to the The result of the work
environmental
organization’s value, cannot be seen
behaviour.
Improving the area straightaway.
which the volunteers
use.

Identified by the responders

Volunteer doesn’t have
clear idea about the
Environment Learning is
Enhance pro- volunteer possibilities,
Protection as an important for Lack of knowledge
environmental prefer fieldwork. The
attractive motivation student. They and experience in
behaviour, project task require
factor. The aim of the are reliable in the environmental
engagement expertise or decision
organization and the data volunteering.
with nature. making. The result of the
volunteer is the same. collection.
work cannot be seen
straightaway.

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5.4 Which factors determine the efficiency of a volunteer program?
As it was examined in the earlier section of this chapter, there are some challenges of
conducting a volunteer program, as well as benefits.
The adoption of certain Volunteer Management Practice can enhance the positive effect of
the factors which contribute in volunteer satisfaction and commitment. However, as it was
pointed out these factors may be affected by other elements, circumstances.
What are the other factors which affect the efficiency of the volunteer program? Why is it so
that some organizations have to invest a lot to maintain an active volunteer program while
other organizations have high commitment with low investment? This section examine the
outstanding differences between the ENGO types (Table 14), explore the relation between
the o ga izatio ha a te isti a d thei olu tee s p og a . Also if these characteristic can
be changed by VMP.
It may help the ENGOs to identify their limitations and potentials. Hence they can improve
their volunteer program in a way that it is efficient and does not district their resources but
rather contribute to achieve its objectives.

Table 14. The organizations types depending on their level of investment and volunteer number

Many Few/No
Volunteers Volunteers
High Green Peace No organization
investment Type 1 of this type
MTVSZ, WWF,
Low MME, FVF, DN
LM
investment Type 2
Type 3

Some of the factors and characteristic of the ENGOs which maybe affect the volunteer
program are indicated in Table 15. The colour of the columns refer to the Table 14, green:
high investment, high volunteer number; yellow: low investment, high volunteer number;
blue: low investment, low volunteer number. Table 15 helps to read the following discussion
about the different factors.

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Table 15. The important characteristics of the ENGOs and factors may relate to the volunteer program (constructed from the interviews and the ENGOs' websites)

Factors GP FVF DN MME MTVSZ WWF LM

Level of investment High Low Low Low Low Low Low

Volunteer number High High High High Few Few Few

30-40 at the main

97 local group
office.
groups in
60-80 Core 230 volunteer, 25-30 groups in
Volunteer number countryside with 30-40 Core volunteers Few Few
volunteers 14 local group countryside with
500 core
around 2500
volunteer.
volunteer
Working hours of
High High High High Moderate Low Low
volunteers
Mostly old,
Age of volunteer Mostly young Mostly old, retired Diverse Diverse Diverse Diverse
retired
Campaign, education, Manly Manly
Manly campaigns, Fieldwork, Office work, field Manly campaigns,
Volunteer job types office work, field campaigns, campaigns,
office work monitoring work, education office work
work, monitoring office work office work
Volunteers at the
Independently
Independently main office and in the
working
Volunteer activity - Volunteers at the working volunteer countryside Volunteers at the main Volunteers at Volunteers at
volunteer
place main office groups in the (independently office the main office the main office
groups in the
countryside working volunteer
countryside
groups)
Relationship with Cohesive Cohesive
Cohesive community Cohesive community - - -
others, community community community
Low, but some
Low, but some task is
Level of volunteer High but some task High, but some task task is done
High High done independently Low
independency require coordination require coordination independent
(office)
(office)
Training of Yes at the main office.
Yes Not necessary Not necessary Not necessary Not necessary Not necessary
volunteers Not necessary among

105
 Factors GP FVF DN MME MTVSZ WWF LM
local groups.

Learning as a
Important Less important Less important Important - - -
motivating factor
Department works Volunteer Project Volunteer Unit Communication, Project
Education Project management
with volunteers department management Department marketing management
Dependence on
Strongly Strongly Strongly Strongly Moderate Do not Do not
volunteers
Level of volunteer
High High High High Moderate Low Low
involvement
Experience, history
Long Long Long Long - - -
with volunteers
Reputation of the
Well-known Well-known Well-known Well-known Less known Less known Less known
ENGO
Mission of the
Broad, elusive Definite, simple Broad, elusive Definite, simple Broad, elusive Broad, elusive Broad, elusive
ENGO
Designated paid
coordinator/ Full time Part time Part time Part time Part time Part time Part time
manager
Paid staff at the
15 - 60 40 10-12 20-22 10
ENGO
Volunteer budget at
Separate No separate No separate No separate No separate No separate No separate
the ENGO

Have Target group ? Yes ? Yes ? ? ?

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5.4.1 Suitable volunteer Job type
The job type maybe one of the main issue due it is challenging to find a suitable program
hi h o t i ute to the ENGOs ai a d also satisf the olu tee s.
The suita le jo depe ds o the ENGOs mission, objective: the volunteers enjoy the work
(Silverberg et al., 2002; Ralston & Rhoden (2005), can the volunteers use their skills (Gidron,
1983), the effect of the work can be seen (Gidron, 1983; Silverberg et al., 2002; Galindo-
Kuhn & Guzley, 2001; Miles et al., 1998), does it elate to the olu tee s fa ou ed a ti it
(Ralston & Rhoden, 2005), improve an area that they use for their own recreation (Bruyere &
Rappe, 2007), provide high independency and empowerment (Kulik, 2007; Miles et al., 1998;
Gidron, 1983). It also depe ds o the olu tee s k o ledge a d skills.
In the case of the MME and FVF (type 2), the volunteers have the knowledge and experience
which the job require, the volunteers use the area which they improve, more importantly it
relates to their favoured activity such as bird monitoring hence the volunteers can
accomplish the tasks alone and also satisfy them. At the DN (type 2) the job provides
opportunity to access to certain power (to contact with the municipality) as well as the
volunteers work for an area which they use for their own recreation. In a case of type 3
ENGOs, the jobs which they can offer such as campaigns, events, office task may not engage,
satisfy the volunteers. In their case the result of the work which can motivate the volunteers,
while at the MME and FVF, the work itself enjoyable for them.
According to the examined ENGOs the suitable job type most likely has a positive effect on
the olu tee p og a s effi ie . Although it also depends on the capability of the ENGO,
to create a job which the volunteers would prefer may beyond the organization capacity.
Also dete i ed the issio of the ENGO, olu tee s k o ledge, skills suita le fo
him/her and/or able to complete alone).

5.4.2 Doing worthwhile work

Similar to the studies, the managers consider this factor highly important (Gidron, 1983;
Silverberg et al., 2002; Galindo-Kuhn & Guzley, 2001; Miles et al., 1998). However this factor
may depends on the job type. Some of the environmental work may shows its result later or
the job has indirect impact.

According to the FVF and MME (type 2), the mission of the organization may have effect on
the olu tee s ie a out the ea i gful o k . Be ause the ha e o o i te est ith
the organization, they are aware of the importance and the impact of the work. In the case
of the other organization, the effect of their work maybe not so clear (such awareness
raising). However, explaining the importance of their work can increase the satisfaction and
maybe the responsibility to accomplish the task. So it may depends on the mission of the
ENGO, the jo t pe a d the olu tee s k o ledge too.
According the ENGOs, doing a worthwhile work and see the progress of the work most likely
has positive effect on the efficiency of the VM program. However in certain cases the

107
manager has to take extra effort so the volunteers can understand the importance of the
task.

5.4.3 Independency of volunteers

The ENGOs which rely on volunteer help more, the independency of the volunteers is also
high: DN, MME, FVF (type 2) and Greenpeace (type 1). High independency, responsibility and
empowerment can lead higher satisfaction (Kulik, 2007; Miles et al., 1998; Gidron, 1983)
According to the interviews, this factor can depends on the job type: can it be carried out
alone or the volunteers can be trained for it? Depends on the duration of the volunteering:
does the olu tee ha e the e pe ie e? Depe ds o the olu tee s k o ledge a d skill:
can they carry out the work?
The volunteers at the FVF and MME (type 2), have the same interest with the ENGO and
have the knowledge, experience to carry out task independently. According to the DN (type
2), the volunteers can access to certain power, which give high empowerment, beside most
of the volunteers work with the DN since long time and know the task very well. In case of
Greenpeace (type 1) and at the main office of MME (type 2), the independency of the
volunteers is the result of the investment of the coordinators who train and teach them.
According to the type 1 and type 2 ENGOs the independency probably has positive impact on
the volunteer program. However in some cases the manager has to invest the energy and
time in training the volunteers.

5.4.4 ENGOs’ dependency on volunteer help

This factor was examined by Hager & Brudney (2004a), they found that organization with
high dependence more likely to have high net benefit. The high dependence may entails high
volunteer involvement which also lead to high net benefit (Hager & Brudney, 2004a).
The type 1 (Greenpeace) and type 2 (MME, FVF, DN) ENGOs strongly depend on volunteers.
The MTVSZ (type 3) moderately and the other type 3 ENGOs (WWF, LM) do t depe d o
volunteer help. Possibly the dependence on volunteer help have impact on the efficiency of
the program.
The ENGOs depe de a li ked to the ete tio ate. It ight e that organization
which rely on volunteers more, consider their contribution as indispensable. According to
the study of Hager & Brudney (2004b) ENGOs which see more benefit from voluntarism and
do t ha e the pe eptio that it s ostl , also e pe ie e higher retention. It could be the
dependency on volunteers have a positive effect on the volunteer program. This factor
however not related to the VMP.

108
5.4.5 Level of volunteer Involvement
The high level of volunteer involvement can lead to higher net benefit for the ENGO as ell
lessen the recruitment problems (Hager & Brudney, 2004a; 2005).
According to the examined ENGOs the level of involvement and the dependency of the
ENGO on volunteer help are related. The type 1 (Greenpeace) and type 2 (MME, FVF and
DN) strongly depends on volunteer as well as involve them more into the operation of the
organization. While at the MTVSZ (type 3) the level of involvement just as the dependency
on volunteers are moderate. And the other type 3 ENGOs (WWF, LM) have low level of
involvement and dependency.
Perhaps, the high level of involvement affect positively the efficiency of the volunteer
program. The level of involvement can be changed by adopting VMP, however it depends on
the o ga izatio s app oa h. E e if the e e s ish to i ol e o e the olu tee s a d
i est o e e e g i it, u til the o ga izatio does t adjust its st u tu e a d/o ope atio
to the , it ill e a tilti g at i d ills situation. The aim of the Volunteer Management
P a ti e to e su e the olu tee s pla e i the o ga izatio , e su e that the esult of the
oo di ato s o k ill e a ied fo a d, hethe he/she is the e o ot. Fo this the
o ga izatio s suppo t is essential.

5.4.6 Learning
The learning can be an important motivating factor as well as affect positively the
satisfaction (Clary et al., 1998; Bruyere & Rappe, 2007; Ralston & Rhoden, 2005; Martinez &
McMullin 2004; Miles et al., 1998). However it may depends on the age of the volunteers,
young volunteer maybe more motivated because they can get experience, learn about
nature, and gain skills for future career. It also depends on the job type, does it offer
opportunity for learning, skill-development?
The example of Greenpeace (type 1) and MME (type 2) implies the lea i g fa to p o a l
increase the commitment and the independency of the volunteers. According to these two
ENGO the trained volunteers have positive effect on the efficiency of the volunteer program.
A o di g to the FVF a d DN, this fa to does t see esse tial hi h a efe to the
situation that most of their volunteers are retired people and the gaining new skills is not a
priority for them.
Presumably the lea i g fa to is o e i po ta t fo the ou ge people, ENGOs ho
attract more young applicant, a way of increase the satisfaction could be to provide more
opportunity for learning, so adopt certain VM practices; however this also means higher
investment.

5.4.7 Project organization

The project organization (well-organized project, olu tee s ti e used isel has a positi e
impact on the commitment (Ryan et al., 2002; Bruyere & Rappe, 2007). From the interviews,
it seems like a well-organized project have a positive effect on the ENGO as well.

109
According to the interviews the volunteer management gives structure and standards, help
to make the plans in advance thus enhance the efficiency of the volunteer program
regardless of the type of the ENGO. This management task is linked to the adoption of VMP
and it may require investment but also bring benefit. Although it may depends on the
o ga izatio s a d a age s apa it , if the e is e ough esou e (time, energy) for
planning and preparing.

5.4.8 Experience of the ENGOs with volunteers

This factor was not mentioned by the literature, although analysing the interviews, it could
be concluded that the ENGO which has longer history with volunteers, more experience, also
have a more stable volunteers base, less problem with recruitment and commitment.
This a li ked to the eputatio of the o ganization, possibly a more known organization
has less problem with attracting volunteers such as DN (type 2) which is working with
volunteers since its foundation in 1911.
As ell as it a o e ted to the issio of the o ga izatio , the two bird protection
ENGO (FVF and MME – type 2) has an advantage; there is a long tradition, culture of birding
in Denmark and in Hungary as well, hence there are volunteers in this area since long time.
As well as the responder of the DN emphasized that they work with volunteers since long
time (the organization was founded in 1911).
According to the type 2 organization the experience, long history with volunteers probably
has a positive effect on the efficiency of the volunteer program. Although this feature cannot
be altered by adoption of VMP.

5.4.9 Reputation
This factors was not discusses in the studies however I consider it important according to the
interviews. As it was mentioned above, the long history may result that the public know
more the organization. The ENGOs which are well-known by the public may have less
problem with recruitment.
The Greenpeace (type 1) is well-known because of its campaigns in local and worldwide. The
DN (type 2) is well-known in Denmark because it was found in 1911 and today is the largest
nature conservation and environmental organization in Denmark (dn.dk). The two ENGO the
FVF and the MME were the first bird protection organization in their country
(fuglevaernsfonden.dk; mme.hu). It has to be mentioned that, however the WWF is well-
k o , it does t ha e egula olu tee p og a a d the a age oted that there would
be enough applicant.
According to these three ENGO the reputation may have positive effect on efficiency due it
lessen the problem of recruitment. The adoption of VMP might have some effect on the
reputation due satisfied volunteers more likely to promote the organization (Ringer, 1996).

110
5.4.10 The mission of the ENGO
This factors was not mentioned in the studies however my belief that I has a great impact on
the volunteer program.
At the FVF and MME (type 2), the mission of the organization is straightforward, narrow,
easy to understand, easy to picture it, the o ga izatio s fo us has never changed thus it can
be assumed that the public associate the mission with the organization. Moreover birds are
favoured by most of the people, it has an old tradition in Denmark and Hungary as well,
many people spend their free time with bird observation. This bring two advantage for these
ENGOs, first it probably lessen the recruitment problem. Secondly and maybe more
i po ta tl , the jo elated to the olu tee s fa ou ed a ti it thus it satisf the ; ost of
the volunteer already have the knowledge and experience thus they can perform the job
independently; they know their effect and the importance of their contribution even if the
result cannot be seen immediately; there is a common interest with the other volunteers
eeti g like i ded people oti atio . “u a izi g the MME and the FVF have its target
group.
In the case of Greenpeace, the mission maybe not as straightforward, include more
objectives and the fo us of the o ga izatio is ha gi g ith ti e, so it s a e o e
complex from the view of the public. However their marketing, campaign work make their
objectives more understandable, simple for the public. Also their campaigns maybe bring
more attention, compare to the other ENGOs, and thus reach more people. The mission of
the type 3 ENGOs (MTVSZ, WWF, LM) seems more elusive, broad, they focus on different
environmental issues, and their main focus change with time thus it may seem more
complex from the view of the people.
F o the e a ple of the e tio ed ENGOs, it ould e that the ENGO s mission has effect
on the efficiency. Presumably it has positive effect on the recruitment and commitment if
the mission is simple, definite, easily understandable by the public and the objective remain
the same thus the public associate the mission with the organization.
Whether the adoption of VMP help to lessen this challenge remains a question. Finding the
ta get g oup is ot eas if the o ga izatio s o je ti es a e oad. Ce tai l the ENGO a ot
change its target in order to attract more volunteers. But if further studies will prove that
the assumption is true, the ENGO can modify its volunteer program in a way to attract the
right target group.

5.4.11 Relationship with others, community

The elatio ship is a oti atio fa to Cla et al., ; B u e e & ‘appe, ; Ralston &
Rhoden, 2005; Cassie & Halpenny, 2003; Ryan et al., 2001) also positively affect the
satisfaction (Gidron, 1983; Silverberg et al., 2002; Galindo-Kuhn & Guzley, 2001; Miles et al.,
1998)
According to the type 2 ENGOs (FVF, MME and DN) the strong relationship between the
olu tee s a depe ds o the sta le olu tee ase hi h ould e a esult of the ENGOs
long history with volunteers. According to the example of FVF and MME (type 2) the bond

111
between the volunteers may be based on the same interest, lo e i ds . At the ase of
Greenpeace (type 1) the cohesive community is a esult of the oo di ato s o k, tram
building as the adoption of VMP. Furthermore the similar age of the volunteers can also play
a role in it.
However the supervision can affect the bond between the volunteers, this can also depends
on external factors such as age, sex, employment status and common interest as it was
dis ussed Ma ti ez & M Mulli . Fu the o e i so e ases, the a age does t
have the capacity to keep personal contact with everybody and create a community. For
example in case of local groups where the volunteers work in the countryside.
According to the ENGOs, the strong community can enhance the efficiency of the volunteer
program. The community or team spirit depends on external factors but it could be also
altered by VMP however it may means plus investment from the manager.
This section examined the different factors which may affect the efficiency of the volunteer
program. Some of the items can be altered by adopting VMP, some is the characteristic of
the ENGO. The item are linked to each other which is demonstrated in Figure 13. The
direction of the arrows indicates a causal relationship, with each arrowhead pointing a factor
determined by another element.

112
Figure 13. Demonstration how the factors connected to each other. The factors in blue squares have effect on the volunteer satisfaction and commitment. (Constructed from the
interviews and literature used in this study).

113
6 Chapter six: Conclusion

The aim of this research was to provide an insight of the Volunteer Management of ENGOs
by studying their VM practices, identifying both the challenges and benefits of the
conduction as well as the factors determining the efficiency of a volunteer program. Several
barriers were identified and categorized i to atu e , u tu e o o lea di isio t pe, i
o de to assist i a deepe u de sta di g of ea h halle ge s oot. This app oa h sho s that
the arising issues do not always relate to the adoption of VMP or to the skills of the
volunteer manager. The subdivision could help the ENGOs to determine their limitations and
possibilities for improvement. In addition, it was suggested that a successful volunteer
program may not involve the adoption of Volunteer Management Practice, but the adoption
of the latte a help to e ha e the p og a s effi ie .
The main question that I set out for myself was to identify possible connections between the
ENGOs ha a te isti s a d the ope atio of thei olu tee p og a . M fi di gs i pli ate
that a success of a volunteer program depends not only on the VMP, but also on the
ha a te isti of ea h ENGO. Ea h ENGO s featu es fa ilitate o li it the effi ie of the
volunteer program. Alterations in parts of the VMP can lead to the transformation of
challenges to advantages. The factors which were found to affect the efficiency were: 1)
“uita le jo t pe, Doi g o th hile o k, I depe de of olu tee s, ENGOs
dependency on volunteer help, 5) Level of volunteer involvement, 6) Learning, 7) Project
organization, 8) Experience with volunteers, 9) Reputation, 10) The mission of the ENGO and
11) Relationship with others.
Volu tee s pla a esse tial ole i the ENGOs life a d E i o e tal P ote tio . The
effectiveness of the cooperation is multifaceted and the volunteer managers need to be
creative in order to bring benefit for both participants. The present study aimed to achieve a
deeper understanding of Volunteer Management, giving the opportunity for the ENGOs to
use it. The research sample was relatively small, so generalizations in a global scale are
prevented. Nevertheless, the emerged topics could presumably serve as the base for future
studies while the results could be useful for other ENGOs with similar characteristics.

Recommendations and further research

The VMC model (CIB, 2000) is a very useful tool for creating and improving the volunteer
a age e t, ut a e the i itial step should ot e Pla i g a d p epa i g as
indicated. Each ENGO could first try to identify its features in relation to the voluntarism and
find the nature and nurture rooting challenges within the organization. Later on,
determination of the place and role of voluntarism in the ENGO is suggested, as well as
decision on whether the ENGO wishes to maintain or increase the level of volunteer
involvement. These assessments determine the level of investment and the kind of practice
which should be adopted.
One of the clearest findings is that a higher level of involvement has more pronounced
positive effects on the volunteer program. ENGOs aiming to not just work with volunteers
114
but also create an opportunity for them to become a vital part of the organization may
experience a greater benefit. It is suggested for an ENGO to focus on the target group, an
action which can enhance the success of the volunteer program. It is not possible to satisfy
e e o e, ut i the ase he e the olu tee s oti atio ese les to the o ga izatio s
aim the cooperation can bring rich experience for both sides.
I o fide t that the stud of olu tee s a ot e fai l a ied out ithout taki g i to
account the organizations that they work with. Further research on the factors which may
affect the efficiency of a volunteer program is helpful to better understand this topic and
i p o e the olu tee a age e t at the e i o e tal se to . Based o this thesis
findings, a questionnaire could be formulated as part of a broader survey.. The questionnaire
can be sent out to both ENGOs and volunteers. The questions targeted at the ENGOs could
focus on the net benefit of the organization, while taking also into account the challenges
identified previously in the thesis. The questions targeted at the volunteers could focus on
the characteristics of the volunteer program, as well as the determined factors which
influence the latter. It would be interesting to assess with a long term study how the
olu tee s o t i utio is t a slated i to e i o e tal a d atu e p ote tio a ti it .
Depending on the results, the governmental sector may be induced to increase the support
of environmental voluntarism.

115
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8 Appendix

8.1 Volunteer Management tasks

Information management, the paper work

According to the VMC the Volunteer Management Practice can include:
Volunteer insurance: Inform the organization's insurance company about the volunteer
activities. Also inform the volunteer about what the insurance covers (injury, damage or
theft of personal belongings, using their car for work) (CIB, 2000).
Expenses: Although the voluntarism is without monetary reward, it is not without expenses.
Some of the cost which may arise are: public transport to and from the service, lunch
allowance if the working hours are long, clothing or other equipment and as above
mentioned the rewarding volunteer events, gift (CIB, 2000).
Policy: Policies covers the instruction of work tasks and liabilities. It is fundamental to have
a volunteer policy, it gives a direction for an efficient volunteer management. It helps to
clarify the role and responsibility of the volunteer and the supervisor, include basic values
and practices, gives guidelines, strengthen good relationships within the team, secure
continuity (CIB, 2000).

8.2 Interview questions

The Volunteer Management (VM)
- Does the organization have Volunteer Management or volunteer concept?
Yes: How does the VM works?
No: Please explain why. Do you think a VM is necessary or not?
- To which department belongs the VM? (separately?)

Coordinator
- One person is responsible for the VM? What kind of responsibilities does he/she
have? What kind of tasks she/he has to do?
- What is your opinion, what are the benefits and challenges of doing the coordinator
work?
- What is your opinion, is it important to participate in a training which helps to do the
VM? What kind of training would be useful?

Volunteer Management plan

- Does the organization have Volunteer Management plan? (in written from)
Yes: Who writes it? What does it contain? How often is it rewritten? What is your
opinion, what are the advantages and disadvantages to have a plan?
No: why? what is your opinion, is it necessary to have a plan or not?
- Do you use any help (research, survey) for writing the plan?
- Can you tell an example what and why did you change in the plan?
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Project

- In what kind of project do you involve volunteers?

- What tasks the volunteers do?
- How often do you have volunteer program? (it depends on what?)
- How a project planning look like? During project planning, when does the volunteer
role arise?
- When and how do you built in the volunteer role into a project plan?
- What kind of project you did not involve volunteers? Please explain why.
Did you evaluate which project were more effective? (with volunteer help or
without). (effective: the project reached its aim, no overspends in resources
(financial, human, time).
- What kind of task you do not involve volunteers? Why? (task: doesn't relates to a
project, e.g.: paperwork, web design.)
Don't involve: Did you think about to involve volunteers into these kind of work?
Why?
Do involve: What kind of tasks? With were the result of the work?
- Do you have project which very much/entirely depends on volunteers? Please explain
how this project works.

Volunteer work
- How many volunteers do you work with? (in general)
- How many volunteer help in a project? (in general)

Volunteer Management tasks

- How do you recruit volunteers?

- Do you have induction and training? How does it look like? What is your opinion, is it
important to do these tasks? why?
- How do you communicate with volunteers?
- Do you write volunteer contract?
Yes: Why: What does it contain? What are the advantage and disadvantage to
write a contract?
No: Why? Do you think it is necessary or not?
- What are your expectations about the volunteers?
- Do you do survey about the volunteers who apply?
(motivation, age, sex, education, satisfaction)
Yes: Why? What kind and how do you use it?
No: Why? In your opinion, is it necessary or not to build up a volunteer
management?

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Work
- How do you coordinate the volunteers during the work? Do they work independent?
What is your opinion, which work is more efficient when they work independent or
when work under a coordinator?
- Is there any reward for the volunteers?
Yes: What kind of? What is your opinion, is it good or it needs change? What is
your opinion, what are the advantages and disadvantages of the rewarding
system?
No: Why? What is your opinion, is it necessary or not? what kind of rewarding
system would be right?
- The organization offers training or skill building activities for the volunteers?
Yes: What kind of? What are the advantages and disadvantages of it?
NO: Why? In your opinion, is it necessary or not?
- How the organization receives feedback from the volunteers?
- What kind of expectations do you have towards the volunteers?

Retention, reactivate
- In your opinion, which is more efficient for the organization: Recruit new volunteers
or retain/reactivate volunteers? why?
- What the organization does to retain or reactivate volunteers? What is your
opinion,is it working?

Cooperation
- The organization share its information and experience about the VM with other
organization?
Yes: How? What is your opinion about it?
No: Why? In your opinion, is it necessary or not?
- Does the organization have a partner related to voluntarism? Does it share a
resources with other organization (e.g.: volunteers, financial support)
- What is you opinion, what is/would be the advantage and disadvantage of it?
- The organization works with volunteer agency?
Yes: How is the cooperation? What are the advantages and disadvantage of it?
No: Why? In your opinion, is it necessary or not?
The Organization

- Why do you work with volunteers?

- Are the volunteers strategically important for the organization?
- Do you discuss the operation of the VM within the organization? (evaluate)
- What is your opinion is the VM valued in the organization? (from other members)
Please explain why?
Opportunities
- Does the organization participate in a training related to voluntarism?
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 Yes: What kind of program? What are the advantages and disadvantage of it?
No: Why? In your opinion, is it necessary or not?
- Did the VM bring any external opportunity which helpful for the organization? (e.g.:
training, support, connections).
In your opinion, are there opportunities?
In your opinion, how the organization could work forward to reach these
opportunities?
Costs
- What kind of resources do you use for the VM?
- The organization has a separate financial resource for the volunteer program?
- In a project plan, do you know what percentage of the financial resource will be
spend on the volunteers?
- What the organization pay for the volunteers? (food, accommodation)

Benefits and challenges

- What are the advantages and disadvantages of the voluntarism for the organization?
- What is the main strength of working with volunteers? (what the bring to the
organization)
- What are the advantages and disadvantages to have a VM for the organization (not
volunteers but the VM).
- What is your opinion, what are the main strengths of an effective volunteer
management?
- And how can it affect the activity of the organization?
- What are the most common problems related to volunteers?
How do you manage these problems?
What is your opinion, these problems has an effect on the activity of the
organization? (on the nature conservation activity)
- Is there an estimation about how much does it cost to have volunteer management
for the organization? (cost-benefit)
- Are there external barriers which makes difficult to do effective volunteer
management?

Nature Conservation

- What is your opinion, a Natural Resource Management for Conservation organization

is different from other NGO? In what?
- What is your opinion, how the volunteer work affect the Nature Conservation
Practice of the organization?
- What is your opinion the volunteer work is efficient to improve nature conservation?
Future
- What is your opinion what could be changed in the organization in order to have a
better VM?

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- What is your opinion about the future of the voluntarism?
- What is your opinion, is there any knowledge voids that has to be explore (related to
voluntarism)? What kind of information would help your work?

- For last, do you have any comment, suggestion about this research?

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