According to Solberg (2003), volunteers are crucial for any events manager as they provide a source of cheap labour or potentially free labour. However Grossman and Furano (1999) identify the issue that some volunteers see the experience more as a social activity rather than part of the labour market. Brudney (1999) steps further into this subject, empathising that it is difficult to fire volunteers which ultimately can lead to them becoming unmanageable. However later work from Brudney and Kellough (2000) acknowledge the potential societal benefits from introducing the youth into volunteer programs as it can educate them and development them as individuals. As is shown there are advantages and limitations from using volunteers, it all depends on how they are managed.
Liao-Troth (2005) recognises the work of Brudney and Kellough (2000) and notes that volunteers have to be treated differently from paid workers as they have different contracts. This leads us nicely onto the theory of the psychological contract. Conway & Briner (2005) highlight that the psychological contract is the relationship between the employee and organisation and is an unwritten set of mutually agreed expectations and obligations. Rousseau (1995) acknowledges that there are two sectors; transactional, which is based on short-term economic values whereas relational is reliant on loyalty and constructed over a longer period of time. In this respect Liao-Troth (2005) would recognise that a volunteer portrays aspects of both contracts. She would indicate that a volunteer has no economic desire however the fact that they are often short-term and rely on loyalty from the organisation means they cross both boundaries. Understanding which aspects of the psychological contract apply to volunteers, now allows us to understand the expectations and motives perceived by them. Farmer and Feder (1999) would highlight that because they span across both contracts they are eligible to incorporate both intrinsic and extrinsic motivations.
Leavitt (1978) acknowledges Farmer and Feder’s (1999) theory and states that volunteers depend on recognition and achievement from the work they have embarked on. Gaber’s (1991) study follows on from this, indicating that people have busy lives and do not want to feel like they are wasting it by carrying out meaningless volunteer work. Gaber (1991) suggests that volunteers enjoy structure, as this provides them with the feeling of achievement. Deci and Ryan (1992) relate to this notion and empathise that enjoyment will create a better psychological contract and result all round more efficient work from the volunteers. Later research from Merrill (2000) supports this impression and states that the volunteers crave self-identify or even a boost in their self-esteem. However he also accepts that in the modern day extrinsic factors also plays a part. Bussell and Forbes (2001) agree with this, highlighting that the egotistical reasons could involve career development, learning new skills or even it can just be about what free stuff can be obtained.
Lynch (2000) recognises the importance of knowing how to manage the volunteer’s expectations. He believes that if managed correctly this can lead to retainment of volunteers for future events. Conye and Coyne (2001) acknowledge the importance of continuous improvement in order to maintain high level of volunteers and predominately keep salary costs down.
Ultimately it is important to understand why your volunteers are interested in working within your event. This will give you an insight into what motivates them to perform at the best of their ability and make your event a success. Correspondingly, it can provide your event company with a pool of volunteers based on the loyalty achieved relating to the psychological contract.
Brudney, J. L. (1999). The effective use of volunteers: Best practices for the public sector. Law and Contemporary Problems, 219-255.
Brudney, J. L., & Kellough, J. E. (2000). Volunteers in state government: Involvement, management, and benefits. Nonprofit and Voluntary Sector Quarterly, 29(1), 111-130.
Coyne, B. S., & Coyne Sr, E. J. (2001). Getting, keeping and caring for unpaid volunteers for professional golf tournament events. Human Resource Development International, 4(2), 199-216.
Geber, B. (1991). Managing Volunteers. Training, 28(6), 21-26.
Grossman, J. B., & Furano, K. (1999). Making the most of volunteers. Law and Contemp. Probs., 62, 199.
Liao-Troth, M. A. (2005). Are they here for the long haul? The effects of functional motives and personality factors on the psychological contracts of volunteers. Nonprofit and Voluntary Sector Quarterly, 34(4), 510-530.
Lynch, R. (2000). Volunteer retention and feelings of connection. E-volunteerism: The Electronic Journal of the Volunteer Community, 1(1), 1-10.
Rousseau, D. M. (1995). Psychological Contract in Organizations: Understanding Written and Unwritten Agreements. London: Sage.
Solberg, H. A. (2003). Major sporting events: assessing the value of volunteers’ work. Managing leisure, 8(1), 17-27.
Understanding Event Operations 