Managing volunteers is a difficult undertaking. This study draws on human resource (HR) management theory and literature to investigate the effect of two HR practices—training and recognition—on volunteer turnover. We use longitudinal administrative data collected by an Indiana nonprofit organization, which contains individual volunteer characteristics, organizational HR practices, and information on actual turnover behavior. We found that recognizing volunteer contributions with awards predicted volunteer retention in the following year. Training did not have a direct effect on volunteer turnover, but interacted with gender; men who received training were more likely to stay than women. The study contributes to the literature on HR management in the volunteer context, adds to the emerging literature on awards as incentives for volunteers, and addresses the common method bias by using longitudinal data.

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Change recipients are not just negative and passive, but positive and active shapers of organizational change; we draw on job crafting to reflect positive and proactive behaviors individuals display in their changing work environment. Drawing on job crafting and organizational change theory, this study proposes a conceptual framework that links change-specific context factors to job crafting as a form of change proactivity. These factors provide the impetus for change recipients to engage in job crafting, a relationship that is moderated by individual differences and situational factors. Job crafting is also related to organizational and individual outcomes. We test these relationships using data collected from teachers shortly after a major policy change was announced in Germany's public education sector. This study provides new insights into the antecedents and outcomes of job crafting, while offering a positive framing of change recipients as positive and active shapers during organizational change.

This article draws upon concepts of community resilience to explore the antecedents of community philanthropic organizations’ response to COVID-19. Although the pandemic is a global threat, responses have been local. We test a model of community resilience activation in the context of the emergence of local COVID-19 funds. We find that a philanthropic organization’s capacity to act in a crisis and respond to the needs of the community depends on the stock of community capitals and organizational capacity. The importance of economic, cultural, and political factors in predicting the emergence of a fund raises important questions about disparities in resilience along class and race lines and the role of political ideology in shaping perceptions of crises. Our research contributes to our understanding of community philanthropic organizations’ capacity to activate community resources during a crisis.

Research has shown that parents tend to pass educational advantage or disadvantage on to their children. However, little is known about the extent to which the intergenerational transmission of education involves children's agency. In this study we drew from two traditions in sociological and social psychological theorizing -the theory of cultural and social reproduction and the theory of human agency -to examine whether agency influences children's educational performance, and if so, whether this influence can be observed among children across social classes. We used data from the Spanish sample of the Program for International Student Assessment (N = 25,003 15-year-olds). Results indicate that the level of child agency was weakly positively related to social class, that child agency impacted on a child's educational performance, and that the positive effect of agency on educational performance did not vary by social class. This suggests that strategies to enhance disadvantaged children's agency may prove useful in reducing social gradients in educational performance. More generally, our findings may ignite a debate about the role that social structure and human agency play in shaping social inequality and mobility.

Due to the COVID-19 pandemic, nonprofit organizations face increased demands for services alongside decreased revenues and must make tough choices on how to weather these stressors. Alongside these organizational changes, COVID-19 impacts nonprofit workers and could be a career shock for these individuals, potentially altering how they think of their work and career intentions, even jeopardizing their commitment to the sector. Therefore, this paper outlines a research agenda to understand how the pandemic impacts nonprofit workers and their commitment to working in the sector. Several areas for future research are identified including human resource policy, leadership development, generational differences, gender effects, nonprofit graduate education, and mission-specific work effects. K E Y W O R D SCOVID-19, critical incidents, nonprofit sector commitment, organizational change | INTRODUCTIONNonprofit organizations are frequently called upon and play vital roles during times of crisis (Simo & Bies, 2007). What is different during the COVID-19 pandemic is that many nonprofit organizations "are struggling with how to help their communities while also trying to endureThe authors are listed alphabetically as they are sharing equal authorship for this manuscript.

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