jacobson final research presentation 6.3.2014
TRANSCRIPT
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Predictive Factors of Volunteer Commitment Intentions
Jacquelyn JacobsonTSocW 535
June 3, 2014
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Volunteers are individuals who make a conscious decision to work as an unpaid member of an organization without external obligations to remain.
Whether or not a volunteer remains committed to an organization is influenced by non-extrinsic motivating factors◦ Intrinsic needs
Self-efficacy Pride Respect Perceived support Affective relatedness
◦ Job Satisfaction◦ Organization commitment
Literature Overview
Chacon, Vecina, & Davila, 2007
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Literature Overview
Corporation for National and Community Service, 2014
Washington State 2012•34.5% of residents volunteer
• In 2012 volunteers contributed254 million hours of service
Volunteer workers allow agencies to staff unskilled positions with unpaid staff allowing allocation of fiscal resources to be distributed to facility management, program development, and compensating skilled positions.
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Exploring what retains volunteer workers is important because volunteer turnover can◦ Reduce productivity◦ Induce negative staff moral for paid employees
and volunteers◦ Degenerate rapport with service recipeients ◦ Increase recruitment costs◦ Decrease service quality
Why Important
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Indirect Predictors Direct Predictors OutcomeIntrinsic need satisfaction Importance of work Pride Respect Affective Relatedness Self-efficacy Perceived support
•Stated intent to remain
•Job Satisfaction
•Organizational Commitment• Affective Commitment
• Normative Commitment
Actual duration of service
What does the literature say
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Independent Variable(s):◦ Intrinsic Needs
Pride, Respect, Importance of work, Affective Relatedness, Self-efficacy, Perceived support
◦ Job Satisfaction◦ Organization Commitment
Dependent Variable(s): ◦ Job satisfaction◦ Organization Commitment◦ Reported volunteer intentions to remain after 3, 6, and
12 months from time of the survey
Current Study
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Design and Sampling◦ Exploratory◦ Quantitative data◦ Convenience sample of volunteers presently associated to agency
List-serve After data collection participants who indicated they held a paid
position were removed from the analyzed data Measures
◦ 10 questions related to demographic data◦ 47 questions all of which use ordinal likert-type scales to measue
each item 24 questions related to intrinsic needs 13 questions related to organization commitment 7questions related to job satisfaction 3 questions related to respondent’s intention to remain as a volunteer
at the organization
Methods and Analysis
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Data Analysis◦ Multiple bivariate correlation tests◦ Intent to remain was the primary dependent
variable with intrinsic needs, job satisfaction, and organization commitment as the independent variables
◦ I also looked at job satisfaction and organization commitment as dependent variables relative to intrinsic needs and the ‘Intrinsic need’ subscale
Methods and Analysis cont.
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43 individuals responded to and completed the survey◦ Of those 3 participants’ results were removed as
they indicated they currently helpd paid positions at the agency
Overall response rate was ~8%
Results
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Demographics
30.23%
34.88%
9.30%
25.58%
Age
18-2223-2728-3030+
20.93%
18.60%
13.95%
39.53%
6.98%
Employment Status
Unemployed
Employed less than 20 hours per week
Employed 20-35 hours per week
Employed more than 35 hours per week
Self-employed
44.19%
55.81%
Academic En-rollment Status
Currently Enrolled
Not currently Enrolled
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Demographics cont.
Initial motivation for volunteering at ROOTS
Frequency of volunteer shifts
1. Have opportunities for new experiences
2. Self-development3. Gain job experience
related to social services.
4. Have opportunities to meet people and make friends.
5. Learn leadership and interpersonal skills.
14.29%
14.29%
16.67%
38.10%
11.90%
4.76%
How often do you volunteer at Roots
Less than monthly1-2 times per month3-4 times per month)Weekly1-3 times per weekMore than 3 times per week
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Results
Statistics
Intrinsic
Needs
Satisfaction
Scale
Organization
Commitment
Scale
Intent to
remain
after 3
months
Intent to
remain
after 6
months
Intent to
remain
after 12
months
N Valid 40 40 40 35 34 33
Missing 0 0 0 5 6 7
Mean 4.3570 5.7571 5.1189 4.4857 4.3529 4.0909
Std. Deviation .37656 1.05535 .87274 .65849 .69117 .84275
Skewness -.158 -2.376 .182 -.928 -.603 -.179
Std. Error of Skewness .374 .374 .374 .398 .403 .409
Correlations
Satisfaction Scale
Organization
Commitment Scale
Intrinsic
Needs
Satisfaction
Scale
Pearson Correlation 1 .221 .314*
Sig. (2-tailed) .171 .049
N 40 40 40
Organizatio
n
Commitme
nt Scale
Pearson Correlation .221 1 .542**
Sig. (2-tailed) .171 .000
N 40 40 40
Intent to
remain
after 3
months
Pearson Correlation .271 .668** .665**
Sig. (2-tailed) .115 .000 .000
N 35 35 35
Intent to
remain
after 6
months
Pearson Correlation .331 .722** .737**
Sig. (2-tailed) .056 .000 .000
N 34 34 34
Intent to
remain
after 12
months
Pearson Correlation .226 .497** .511**
Sig. (2-tailed) .205 .003 .002
N 33 33 33
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Results ContinuedCorrelations
Respect Pride
Perceived
Support Importance of Work Relatedness Self Efficacy
Satisfact
ion
Scale
Pearson
Correlation
.236 .295 .336* .160 .250 .144
Sig. (2-tailed) .143 .064 .034 .323 .120 .374
N 40 40 40 40 40 40
Organiz
ation
Commit
ment
Scale
Pearson
Correlation
.509** .318* .392* .485** .194 .491**
Sig. (2-tailed) .001 .046 .012 .001 .231 .001
N 40 40 40 40 40 40
Intent to
remain
after 3
months
Pearson
Correlation
.520** .532** .571** .508** .450** .470**
Sig. (2-tailed) .001 .001 .000 .002 .007 .004
N 35 35 35 35 35 35
Intent to
remain
after 6
months
Pearson
Correlation
.592** .561** .590** .572** .411* .602**
Sig. (2-tailed) .000 .001 .000 .000 .016 .000
N 34 34 34 34 34 34
Intent to
remain
after 12
months
Pearson
Correlation
.483** .312 .473** .301 .367* .360*
Sig. (2-tailed) .004 .077 .005 .089 .036 .039
N 33 33 33 33 33 33
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
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Focus volunteer retention efforts on aspects that are most significantly related to long-term intentions to continue volunteering◦ Respect◦ Perceived Support
Discuss via qualitative inquiry what do various elements look like or mean to the volunteers
External demographic characteristics may not significantly impact volunteer retentions
Given that the volunteer work being done is direct service these volunteers may have higher initial organization commitment than other populations because of the type of work/direct interaction with service recipients
Implications for Practice and Future Research
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Sample Size Geographic distinctions
◦ Volunteer behaviors locally versus other regions or national statistics
Agency specific ◦ Type of work◦ Volunteer population
Initial motivations for volunteering
Limitations
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1. Bang, H. (2011). Leader-member exchange in nonprofit sport organizations: The impact on job satisfaction and intention to stay from the perspectives of volunteer leaders and followers. Nonprofit Management & Leadership, 22(1), 85-105. doi:10.1002/nml.20042
2. Boezeman, E. J., & Ellemers, N. (2007). Volunteering for charity: Pride, respect, and the commitment of volunteers. Journal of Applied Psychology, 92(3), 771-785. doi:10.1037/0021-9010.92.3.771
3. Boezeman, E. J., & Ellemers, N. (2009). Intrinsic need satisfaction and the job attitudes of volunteers versus employees working in a charitable vollunteer organization. Journal of Occupational and Organizational Psychology, 82, 897-914. doi:10.1348/096317908X383742
4. Chacon, F., Vecina, M. L., & Davila, M. C. (2007). The three-stage model of volunteers' duration of service. Social Behavior and Personality, 35(5), 627-642.
5. Corporation for National and Community Service. (2014). Volunteering and Civic Engagement in Seattle, WA. Retrieved from Volunteering and Civic Life in America: www.volunteeringinamerica.gov
6. Dibou, T. (2012). Thinking about altruism. Studies of Changing Societies, 2(4), 4-27. 7. Laczo, R. M., & Hanisch, K. A. (1999). An examination of behavioral families of organizational
withdrawl in volunteer workers and paid employees. Human Resource Management Review, 9(4), 453-477.
8. Maertz, C. P., Griffeth, R. W., Campbell, N. S., & Allen, D. G. (2007). The effects of perceived organizational support and perceived supervisor support on employee turnover. Journal of Organizational Behavior, 28, 1059-1075. doi:10.1002/job.472
9. Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of three-component conceptualization. Journal of Applied Psychology, 538-551.
10. Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 224-247.
11. Singer, M. S., & Coffin, T. K. (1996). Cognitive and volitional determinants of job attitudes in a voluntary organization. Journal of social behavior and personality, 11(2), 313-328.
12. Stirling, C., Kilpatrick, S., & Orpin, P. (2011). A psychological contract perspective to the link between non-profit organizations' management practices and volunteer sustainability. Human Resource Development International, 14(3), 321-336. doi:10.1080/136788868.2011.585066
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