Performance and Commitment

Cnaan, Ram A.; Cascio, Toni

doi:10.1300/j079v24n03_01

Cited by 164 publications

(41 citation statements)

References 56 publications

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“…Thus, the JD-R model provides an appropriate framework to examine both strenuous (exhaustion) and motivational (engagement, connectedness) facets of volunteering, as it accounts for both the potentially stressful (demands) and the motivating (resources) aspects of work and the outcomes these can engender. However, as the nature of voluntary work is different from that of paid work (Cnaan & Cascio, 1998), there have been concerns over the application of models originally developed for paid employees to volunteers.…”

Section: Introductionmentioning

confidence: 99%

The Job Demands-Resources Model in emergency service volunteers: Examining the mediating roles of exhaustion, work engagement and organizational connectedness

2014

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Using a sample of 887 volunteer emergency service workers in South Australia, we conducted a study based on the JD-R framework to examine the roles of three mediators in the relationship between job characteristics and volunteer well-being. These were (i) exhaustion as a mediator in the relationships between job demands and both poor mental health and turnover intentions; and (ii) work engagement and organizational connectedness as mediators in the relationships of job resources (training and organizational support) with happiness and turnover intentions. Organizational connectedness, a relatively new construct, is a positive state of well-being that involves an emotional connection with other workers, with service recipients and with aspects of the task and the organization's values. Results indicated that all three mediators were important in explaining volunteer well-being. Specifically, job demands were positively related to exhaustion, which, in turn, was linked to ill-health and turnover intentions. Job resources were positively related to work engagement and organizational connectedness, which were, in turn, negatively related to turnover intentions. However, while organizational connectedness mediated the relationship between job resources and happiness, this was not the case for work engagement. The roles of these variables in future research in paid and voluntary work are discussed.

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Section: Introductionmentioning

confidence: 99%

The Job Demands-Resources Model in emergency service volunteers: Examining the mediating roles of exhaustion, work engagement and organizational connectedness

2014

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“…In this study of information exchange and communication in the interaction between healthcare employees and volunteers in primary health services in three cases, the needs identified across the three cases were fairly similar. At the day centre and the volunteer centre, Sector, 2017;Stirling, Kilpatrick, & Orpin, 2011), as personal contact is known to be effective for recruitment purposes (Cnaan & Cascio, 1998;Watts & Edwards, 1983). Participants in this study noted the importance of the first recruitment meeting as an opportunity for employees to build a personal relationship with the volunteer.…”

Section: Discussionmentioning

confidence: 83%

Communication and information exchange between primary healthcare employees and volunteers – Challenges, needs and possibilities for technology support

Fredriksen

Martínez

Moe

et al. 2020

Health Soc Care Community

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In light of the challenges posed by an ageing population and tighter public budgets, governments worldwide are seeking innovative ways of improving health service delivery. Volunteers can contribute to such improvement, but this requires effective coordination and communication between volunteers and healthcare employees. In this case study, conducted in two Norwegian municipalities during September–October 2017, the aim was to understand how collaboration and coordination is carried out between several stakeholders: volunteers, volunteer family members of healthcare service users and healthcare employees. Our results show that daily cooperation was largely unsystematic, and stakeholders employed various informal communication procedures. Recruitment of volunteers was based on word of mouth and was coordinated by telephone and email. All processes were paper based, including contracting and confidential agreements. This unsystematic approach resulted in uncoordinated activities characterised by time‐consuming processes, with no quality assurance. We concluded that stakeholders would benefit from a technology solution that supports more systematic processes of recruitment, management and monitoring. This article outlines the challenges and needs for information exchange and communication between stakeholders. Furthermore, it describes possible functionality in a digital system that can address these needs, and hence improve coordination, quality of services and resource use.

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“…The scholarly literature is full of research-based advice on how to treat volunteers so as to optimize their utility, satisfaction, commitment, and perseverance (Cnaan & Cascio, 1999;Farmer & Fedor, 1999;Gidron, 1985;Kulik, 2007;Marx, 1999;Sherr, 2008;Wilson, 2012). The advice can be grouped under two categories: effort investment to support volunteers and the inclusion or integration of volunteers into the organization.…”

Section: Effort Investment and Inclusionmentioning

confidence: 99%

Social workers and volunteers in Israel

Weiss‐Gal

Caduri²

2014

Journal of Social Work

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This study examines factors associated with Israeli social workers' investment of effort in, and inclusion of, volunteers in their work. The variables are drawn from three theories: status characteristic theory, psychological contract theory, and organizational culture theory, and from claims regarding training in working with volunteers. The sample consisted of 118 randomly selected direct social workers in 26 municipal social service departments in Israel. The instruments were designed specifically for the study.Findings: Social workers' effort investment and inclusion increased when they: (a) viewed volunteers as contributing to social workers and the organization; (b) expected themselves to invest effort in their volunteers; (c) believed their volunteer met their expectations with regard to service users and social workers; (d) trusted their volunteer; (e) perceived their managerial culture, peer culture, and artifacts as encouraging effort investment and inclusion; and (f) received training in working with volunteers. Implications: On a theoretical level, the findings expand our knowledge about factors that may impact on social workers' investment of effort in volunteers and their inclusion. On a methodological level, instruments with good psychometric properties were developed to examine the associations studied and these can serve in future research. On the practical level, the findings highlight the importance of training in working with volunteers and underscore the value for managers and volunteer coordinators discussing the workers' psychological contract with them and of fostering an organizational culture that encourages effort investment in, and inclusion of, volunteers.

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Performance and Commitment

Cited by 164 publications

References 56 publications

The Job Demands-Resources Model in emergency service volunteers: Examining the mediating roles of exhaustion, work engagement and organizational connectedness

The Job Demands-Resources Model in emergency service volunteers: Examining the mediating roles of exhaustion, work engagement and organizational connectedness

Communication and information exchange between primary healthcare employees and volunteers – Challenges, needs and possibilities for technology support

Social workers and volunteers in Israel

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