Working for Nothing and Being Happy. The Determinants of the Satisfaction of Volunteers and Paid Workers

Michelutti, Miriam; Schenkel, Marina

doi:10.1007/978-3-7908-2137-6_6

Cited by 7 publications

(2 citation statements)

References 14 publications

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“…In smaller groups like sports clubs, the importance of mutual recognition, thus, can be assumed to reinforce the role played by social incentives for the emergence of voluntary engagement. This assumption is supported by the empirical findings reported by Michelutti and Schenkel (2009: 94), who find that ‘volunteers… seem to be particularly satisfied if they personally donate their service’.…”

Section: The Preference Structure Of Volunteers In Sports Clubssupporting

confidence: 57%

Voluntary engagement in sports clubs: A behavioral model and some empirical evidence

Emrich

Pitsch

Flatau

et al. 2012

International Review for the Sociology of Sport

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Voluntary engagement is an important prerequisite for the production of club goods. Although unpaid, the individual decision for or against voluntary engagement can be regarded and formally modeled as a deliberate act of social exchange using elements of behavioral economics. We lay out a simple behavioral model that captures in a stylized way several motives (consumption of the club good, social recognition, human capital, etc.) that may explain why individuals volunteer. We then use results from an interview study to assess the quantitative importance of the different motives, and to shed light on dimensions along which the model can be extended in future research.

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Section: The Preference Structure Of Volunteers In Sports Clubssupporting

confidence: 57%

Voluntary engagement in sports clubs: A behavioral model and some empirical evidence

Emrich

Pitsch

Flatau

et al. 2012

International Review for the Sociology of Sport

View full text Add to dashboard Cite

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“…in turn, clients and their extended families constitute the core of such community for the SCs contained in our sample, our reading of the above figures is that the main driver of volunteers' motivation is the commitment to deliver a high-quality service to clients. In a similar fashion, Michelutti and Schenkel (2009) show that clients' wellbeing is the main determinant of job satisfaction of volunteers operating in Italian SCs 12 .…”

Section: Empirical Analysismentioning

confidence: 70%

Strong client orientation, little leverage in nonprofit firms?

2021

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Nonprofit firms can be multi-stakeholder organizations, in which employees, clients, volunteers, public institutions, and funders can have formal or informal power to affect corporate strategy. This paper focuses on nonprofit firms’ orientation toward clients and investigates its role in shaping capital structure. We first develop a theoretical framework and derive conditions under which the relationship between leverage and client orientation—measured by how much nonprofit firms weigh clients’ utility relative to earnings—is either positive or first negative and then positive. We then provide an empirical analysis of social cooperatives in the Italian social care sector and find a negative relationship between leverage and client orientation—proxied by the ratio of voluntary workers to total workforce.

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Stakeholders self‐organization and adaptive governance in social enterprises: Membership representation, worker control and client orientation

Tortia

2024

Syst Res Behav Sci

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The article uses elements of complexity theory, social systems theory, and new institutionalism to analyse stakeholder self‐organization in Italian non‐profit social enterprises. Organizational development goes through an evolutionary process of trial and error, in which stakeholder self‐organization produces governance rules and routines to achieve adaptation and resilience in a changing socioeconomic environment. Survey data regarding social cooperatives, which are prevalent in Italy as a form of social enterprise, display how diverse stakeholders engage in self‐organization and self‐positioning within key governance bodies of membership and board of directors. The results demonstrate that in the absence of investor ownership, producers, especially paid staff but also volunteer workers, assume the main responsibility for decision‐making and control. Client orientation, the production of economic and social value in favour of customers and users, is achieved in a context of high relational intensity through participation in the co‐production and co‐creation of services, as well as the pooling of non‐commercial resources and favourable price discrimination, less through participation in decision‐making and control. This emerging evolutionary pattern can support the development of new organizational and business models for social enterprises.

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Working for Nothing and Being Happy. The Determinants of the Satisfaction of Volunteers and Paid Workers

Cited by 7 publications

References 14 publications

Voluntary engagement in sports clubs: A behavioral model and some empirical evidence

Voluntary engagement in sports clubs: A behavioral model and some empirical evidence

Strong client orientation, little leverage in nonprofit firms?

Stakeholders self‐organization and adaptive governance in social enterprises: Membership representation, worker control and client orientation

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