Employee/Volunteer Relations

Why do volunteers break the rules? This Research to Practice reviews an ethnographic study of an animal shelter where disruptive behavior by volunteers was a regular occurrence. This disruptive behavior was defined as “any behavior that either explicitly violated a rule or was identified by more than one staff member as disruptive” (Jacobs, 2017, 31). Researcher Molly Jacobs volunteered four days a week for a year at the shelter, keeping extensive notes of her observations and interactions. She also interviewed paid and unpaid workers. In her analysis, Jacobs was able to identify different ‘rule breaking’ categories and analyze why this occurred.

This Research to Practice review of this study provides an opportunity to think about these types of disruptions in your own volunteer context, and perhaps determine different ways to handle them.

Some years ago, Debbie Mason Talbot, a hospital-based manager of volunteer resources, and Ann M. Heesters, director of bioethics at the same institution, came together to discuss a series of cases that generated moral distress for their volunteers and for those who supported them. Though these cases arose in a hospital setting, it quickly became evident that Talbot and Heesters had uncovered themes that would be familiar whenever volunteers interacted with clients, patients, staff, or managers. Talbot and Heesters realized that what they soon called “boundary dilemmas” were not new or local issues, but perennial problems that could be addressed more easily once a common vocabulary was established to discuss the cases and the factors that made them ethically troubling.

In this e-Volunteerism feature, Talbot and Heesters use case studies to explore boundary-crossing situations and organizational responses to them, case studies that can be applied to volunteer situations in a myriad of settings. They also review a tool called FaCE-IT to help analyze boundary dilemmas in organizations and methods to deal with them. As the authors write, “Volunteers who are made aware of the language of boundaries are better equipped to identify potential dangers and to make informed decisions about ethically troubling dilemmas. They will be better prepared to distinguish helpful behaviors from those that have the potential to cause harm.”

 

Voluntas is a pilot project underway in New South Wales, Australia, that aims to test whether early intervention when conflict begins among volunteers can lessen the burden of destructive conflict. The pilot uses the services of volunteer facilitators trained in mediation to assist and intervene when there are difficult conversations to be had with and between volunteers.

The Voluntas committee is made up of mediators, HR professionals, and volunteer management experts to address an important unmet need in the volunteer sector: affordable conflict management services.

In this e-Volunteerism feature, authors Steve Lancken and Zeynep Selcuk explain the pilot and some of the questions it raises, such as: 

• What services are available to manage conflict and disputes?
• Can early intervention avoid expensive processes or loss later in the conflict cycle?
• Are volunteers more likely relate to volunteer facilitators and mediators?
• How does conflict impact volunteer engagement?

Voluntas’ experience will provide insights into some of the challenges in relationships that occur when volunteering.

Barwon Health, the largest and most comprehensive regional health services in Australia, concluded several years ago that its 1,000 volunteers were ready and able to improve the health of their community. So in February 2014, the health service implemented a Volunteer Training and Development program that provided volunteers with opportunities to expand their healthcare knowledge, participate more concretely in the health service's mission, and ultimately build an empowered, healthy, and sustainable volunteer base for the future.

In this e-Volunteerism feature, Barwon Health’s Lyn Stack writes that “by investing in our volunteers through health knowledge, we utilise their support to directly improve the health and wellness of our community, while also providing volunteers with opportunities to increase confidence and decrease fear of entering the health sector.”  Stack describes how the program has expanded in two years to include Australia’s first Volunteer Health and Wellness Calendar, a Healthy Living Ambassadors program, and a national public awareness campaign to help volunteers expand their own health awareness to others. “By sharing this program,” Stack writes, “we can empower all volunteer leaders to invest in and reward their volunteers through the power of knowledge.”

Today’s workplaces may have as many as five generations of workers, each raised in different times with different influences affecting their work styles. The same is true of volunteer programs. Organizations are now experiencing many different generations of volunteers working together, making for a very interesting and complex environment for volunteer management.

In this quarter’s Research to Practice, reviewer Laurie Mook looks at a study by Walden University’s Dr. Tonya Renee’ Howard, who interviewed five generations of volunteers (including Generation Z) and asked about their volunteer experiences with recruitment, recognition, and retention. Based on these in-depth interviews, Dr. Howard proposes generation-based volunteer management practices that all leaders of volunteers will find useful.

Volunteers are the backbone of our communities, a fact that we all appreciate every day on the job while coordinating and managing volunteer programs. This article is about one volunteer manager’s successful experience helping a valued community member with special needs connect with a volunteer role that would suit her. Author Kayla Young explains that she decided to share her experience to provide encouragement to all leaders of volunteers who work with people who may need a bit of extra initial training and support. “With our busy schedules, a common reaction to special needs may be, ‘I’m sorry but I don’t have time for that,’” writes Young. “But as you’ll see from this story, a tiny investment in standing up for the potential of others can often yield big results for your organization.”