Nonprofit

Management

Chapter 9: Managing Paid Staff and

Service Volunteers

Human Motivation

Motivation: the energizing forces

that influence the direction, intensity
and persistence of effort
Managers explicit and implicit
beliefs about human nature help
shape their management style
e.g., McGregors Theory X and
Theory Y: authoritarian
management versus participative
management

Motivational Theories

Needs Theories
Identify variables within the individual,
typically deficiencies, that give rise to
motivation
e.g., Maslow, McClelland

Process Theories
Identify how internal factors interact with
the environment to influence motivation
e.g., Expectancy Theory
Copyright 2012 by Nelson
Education Limited.

Maslows Hierarchy of
Needs

Human needs progress

from lower levels to
higher levels as lowerlevel needs are met

Maslows Hierarchy of
Needs

SA = Self
actualization

SA

Growth, potential
Esteem
Self-respect, autonomy; status, recognition
Love (Social)
Affection, belonging, acceptance
Safety and Security

Security and protection from physical/emotional harm

Physiological
Hunger, thirst, shelter
5

McClellands Need Theory

Managers have their own

psychological needs that
influence how they behave
with regard to their
subordinates

Three categories of learned

needs:
Achievement
Power
Affiliation

Need for Achievement

Concerns individuals issues of

excellence, competition, challenging
goals, persistence, and overcoming
difficulties.
Linked to performance
High nAch want moderately difficult
goals, feedback, no interference
7

Need for Power

Concerns individuals need to make an

impact on others, influence others,
change people or events, and make a
difference in life.
Socialized power vs. personalized
power

Need for Affiliation

Concerns individuals need to establish

and maintain warm, close, intimate
relationships with other people.
Expressive, dislike conflict

Expectancy theory

Focuses on personal perceptions of

the performance process:
What do I have to do?
Can I achieve it?
What happens when I am
successful?
Is it worth the effort?
10

Expectancy Model of
Motivation

11
Copyright 2012 by Nelson Education Limited.

Putting Expectancy Theory Into

Practice

Expectancy: Does the

person perceive that if he
exerts effort, he will be able
to perform the work
successfully?

Wes works as $10 per

hour stock clerk. If he
does his job well, he
could possibly get his
picture and name
Instrumentality: Does the
posted on the store as
person perceive that
outcomes are likely to be
Employee of the Month.
obtained if he or she
Wes is a high school
performs successfully?
student and his hunch is
that if his friends see his
Valence: Does the person
picture on the wall of
desire the outcomes that
the store, hell get
would result from successful
performance?
razzed about it
12
Copyright 2012 by Nelson Education Limited.
mercilessly

Putting Expectancy Theory Into

Practice

Lisa accepted a job

with a large software
company development
firm in part because the
company offered plenty
of opportunity for
promotion. Lisa is
feeling bitter though.
Shes noticed that the
best workers arent
getting promotedits
the networkers who
are.

Expectancy: Does the

person perceive that if he
exerts effort, he will be able
to perform the work
successfully?

Instrumentality: Does the

person perceive that
outcomes are likely to be
obtained if he or she
performs successfully?

Valence: Does the person

desire the outcomes that
would result from successful
performance?
13

Copyright 2012 by Nelson Education Limited.

Putting Expectancy Theory Into

Practice

Expectancy: Does the

person perceive that if he
exerts effort, he will be able
to perform the work
successfully?

Mark became a social worker

because he wanted to make
a difference in the lives of
kids from dysfunctional
families. The problem is Mark
Instrumentality: Does the
doesnt have the time.
person perceive that
Government funds have been
outcomes are likely to be
cut back and the staffing at
obtained if he or she
his agency has been
performs successfully?
minimal. Marks case load is
so large that he can only deal
Valence: Does the person
with crises that come up, and
desire the outcomes that
maybe spend 5 minutes per
would result from successful
week checking in by phone
performance?
14
Copyright
2012 by Nelson Education Limited.
with some of the kids
who

Volunteering in Canada

In 2010, a force of 13.3 million Canadians over the age of 15

participated in volunteering, an increase of more than
800,000 since 2007.
These Canadians contributed 2.1 billion total volunteer
hours, static since 2007. According to Statistics Canada,
the number of hours volunteered varied from one hour to a
few thousand hours.
The majority of volunteer hours were contributed by a small
group of ber volunteers. 10% of volunteers account for
53% of all volunteer hours.
Young Canadians consistently volunteer more than any
other age group. Canadians aged 15 to 24 have a volunteer
rate of 58 per cent.
Individuals who have a university degree also volunteer
more than those with other education backgrounds (58 per
cent).

Volunteering by the
Religiously Active in Canada

Similar to the findings that the more religiously

active exhibit higher rates of giving, studies show
there are significant relationships between religiosity
and volunteerism.
Those who attend religious services on a weekly
basis volunteer more than those who do not attend
weekly or at all (65 vs. 44 per cent).
Contrary to the pattern that higher volunteer rates
are associated with lower volunteer hours, these
individuals not only volunteer more but they also
dedicate 40% more hours than other volunteers.

Volunteerism

Volunteerism refers to the contribution

of time, resources, energy, and/or talent
without monetary compensation
Volunteers form a major component of
the workforce of many nonprofit
organizations
Not only do they contribute their time,
but volunteers are also more likely to be
donors than are non-volunteers

Managing Volunteers

Three types of volunteers (Shin and

Kleiner):
Spot volunteer
Regular volunteer
Pressured to volunteer

Key questions about volunteer

motivation
What motivates people to become
volunteers in the first place?
What are some barriers to volunteering?

What Motivates Volunteers

Top three reasons:

To make a contribution to the community
(93%)
To use skills and experiences (78%)
Personally affected by the cause the
organization supports (59%)

Barriers to Volunteering

Top four reasons:

Did not have the time (68%)
Unable to make a long-term commitment
(62%)
Preferred to give money instead of time
(52%)
No one asked (45%)

Best Practices for Volunteer Management

Assessing the need for volunteers and

developing volunteer job descriptions
Developing formal volunteer policies
Providing a sufficient budget and personnel
to manage the volunteer program
Recruiting and hiring volunteers as if they
were employees
Providing orientation and training to
volunteers
Setting clear goals, evaluating performance,
and recognizing achievement