A multi-level framework for investigating the engagement of sport volunteers

Abstract

Previous research has extensively investigated the drivers of the decision to volunteer on an individual level. As volunteering usually occurs within an institutional context (e.g., sport club and sport event), the characteristics of the institution must also be considered; however, they have been largely neglected in previous research. A review of the literature on both levels reveals both theoretical and methodological shortcomings which this paper attempts to address. The individual and institutional perspectives are combined resulting in a multi-level framework for the investigation of the drivers of volunteer engagement. Drawing on the heterodox approach and the concept of organizational capacity, the framework consists of an individual and an institutional level. Suggestions for indicators and statistical modeling (multi-level analysis) are provided. The suggested multi-level framework and the multi-level analysis can open new perspectives for research on volunteers in sport.

Exploring organizational capacity in a Sport for Development and Peace setting.

“…Although institutional factors have been mentioned in previous studies to various extents, they have not been explicitly studied using a separate level of analysis in volunteer research (Wicker & Hallmann, 2013 (Studer and von Schnurbein, 2013). Similarly, recent studies on the volunteer experience highlight the potential negative influence of limited organizational resources on volunteer satisfaction and the importance for nonprofits to provide social recognition of volunteers, training and professional development opportunities, as well as sufficient supervision and guidance (Wilson, 2012).…”

“…In addition to individual factors, Wicker and Hallmann (2013) suggested aspects of an organization's capacity also influence volunteer engagement--the extent of involvement in non-compensated organizational activities--in a sport setting. The number of volunteers and number of paid staff can influence a person's decision of whether or not to volunteer in terms of his/her perceived contribution while financial capacity may influence volunteers since lack of financial resources can directly influence the work volunteers will be responsible for.…”

“…Yet unreasonable tasks are directly associated with decreased future volunteer intentions (van Schie, Güntert, & Wehner, 2014). Nonprofit literature also highlights the potential conflict among paid staff and volunteers due to disagreements over organizational identity (Kreutzer & Jäger, 2011), lack of communication, different perceptions of meaningful roles, ambiguity about goals and objectives, and organizational values and attitudes toward volunteers (Garner & Garner, 2011;Kreutzer & Jäger, 2011;Netting, Nelson, Borders, & Huber, 2004;Studer & von Schnurbein, 2013;Wicker & Hallmann, 2013). This conflict is understandable as engaged volunteers often develop a vested interest in a nonprofit as their time commitment increases while paid staff may consider themselves responsible for all business decisions given their background and current responsibilities.…”

“…Financial resources capacity, the second main dimension of Hall et al's (2003) capacity framework, refers to a nonprofit's ability to obtain and expend financial capital for sustainability (Bowman, 2011;Hall et al, 2003). Adequate financial resources serve as a crucial factor associated with several other aspects of organizational capacity including volunteer recruitment and retention (Akingbola, 2013;Studer & von Schnurbein, 2013;Wicker & Hallmann, 2013). Financial capacity remains limited among many nonprofit organizations, however (Bowman, 2011;Fredericksen & London, 2000;Yung et al, 2008).…”

“…As previously mentioned, Sharpe (2006) found volunteers within a Canadian community sport organization lacked the necessary knowledge and skills for operating within a complex political context. Wicker and Hallmann (2013) also argued recruitment and retention of volunteers is influenced by internal processes and procedures (i.e., written volunteer job descriptions or training manuals) and planning and development capacity (i.e., strategic volunteer management plan).…”