Another Meeting Just Might Do It!: Enhancing Volunteer Engagement Using Effective Meetings

Allen, Joseph A.; Prange, Kelly

doi:10.1080/23303131.2020.1823545

Cited by 3 publications

(5 citation statements)

References 52 publications

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“…customers) at work (Sloan, 2011). Even where the interaction with customers is negative, a positive experience can be created by receiving supportive feedback on one's performance from colleagues in the volunteer organisation through reflective meetings and peer feedback (Allen and Prange, 2021). Therefore, in creating an attractive place for volunteer service providers, it is important that the organisation develops a culture that encourages positive peer evaluation and support.…”

Section: Discussionmentioning

confidence: 99%

“…The gap between what senior volunteers can do and what they want to achieve (Gottlieb, 2002;Pushkar et al, 2002) can also prevent them from volunteering (Pushkar et al, 2002). The managers in volunteer organisations' need to understand the positive and negative value experienced and created by volunteering as service providers in order to continue motivating seniors to volunteer (Allen and Prange, 2021) and to create well-being.…”

Section: Introductionmentioning

confidence: 99%

“…, 2002). The managers in volunteer organisations' need to understand the positive and negative value experienced and created by volunteering as service providers in order to continue motivating seniors to volunteer (Allen and Prange, 2021) and to create well-being.…”

Section: Introductionmentioning

confidence: 99%

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Well-being creation by senior volunteers in a service provider context

Shirahada

Wilson

2022

JSTP

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PurposeGiven the importance of senior volunteers in an ageing society, this study aims to deepen the understanding of how seniors create well-being by volunteering as service providers in terms of motivations for volunteer participation and value co-creation/co-destruction in service provision.Design/methodology/approachFocussing on senior volunteers acting as service providers in the tourism sector, this study conducted a programme of qualitative research with 15 senior volunteer tour guides in Japan and the UK through the purposive sampling method. The data were analysed by the Gioia method to identify data structure and create a conceptual model.FindingsSeniors start with a mixture of different motivations, not only symbolic and health ones. However, after a certain period of training, they become more aware of their volunteer role as service providers and may strive to maximise the benefits to their clients. The overall performance of such a role supports their well-being. They may also experience episodes of value co-destruction; such negative experiences may be overcome by building good relationships with their colleagues in the organisation.Practical implicationsThe paper identifies organisational support ideas for senior service provider volunteers aimed at overcoming negative experiences and achieving well-being, in terms of training and improved communication between organisation members.Originality/valueThis study contributes to the transformative service research literature by constructing a model to showcase the relationship amongst expectations of volunteering as a service provider, service delivery and well-being creation. This paper also discusses the positive and negative effects of volunteer service delivery on senior volunteers' well-being.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Well-being creation by senior volunteers in a service provider context

Shirahada

Wilson

2022

JSTP

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“…In this way and aligned with JD-R theory, 1:1 meetings can act as a resource for employees in an effort to increase engagement levels and performance (c.f., Bakker & Demerouti, 2007). Research on group meetings supports these ideas, demonstrating how work meetings relate to both engagement (Allen & Prange, 2021;Allen & Rogelberg, 2013;Lehmann-Willenbrock, Allen, & Belyeu, 2016;Yoerger, Crowe, & Allen, 2015) and performance (Luong & Rogelberg, 2005;Romney, Smith, & Okhuysen, 2019;Rogelberg et al, 2010;Rogelberg et al, 2006). In essence, if work meetings are effective, the investment of time and energy in these meetings can lead to positive employee, leader, team, and organizational outcomes.…”

Section: After the Meetingmentioning

confidence: 99%

One-on-one meetings between managers and direct reports: A new opportunity for meeting science

Flinchum

Kreamer

Rogelberg

et al. 2022

Organizational Psychology Review

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Meeting science has advanced significantly in its short history. However, one-on-one (1:1) meetings have not been studied empirically as a focal topic despite making up nearly half of all workplace meetings. While some meeting science insights may apply to 1:1 meetings, others may not (or may function differently) due to conceptual, theoretical, and practical differences between meetings involving dyads and groups. Although 1:1 meetings come in various forms (e.g., peer-to-peer, employee-to-customer), we chose to use manager-direct report 1:1 meetings as an exemplar given their prevalence, theoretical relevance, and practical implications. In this paper, we first review some conceptual differences between dyads and groups. We then discuss how these differences likely manifest in the meeting context (before, during, and after meetings), and outline related propositions. Last, we leverage this conceptual framework and subsequent propositions to provide guidance for future research and theory on 1:1 meetings. In doing so, we hope this paper will act as the impetus for research and theory development on 1:1 meetings. Plain Language Summary Meeting science has flourished over the past two decades, with research and theory exploring best practices for leading and attending workplace meetings. However, a large portion of this research has focused on meetings of three or more people – despite the fact that meetings are often defined as a gathering between two or more people. Ignoring the one-on-one (1:1) meeting is a missed opportunity, as 1:1 meetings have a large presence in industry. It has been estimated that nearly half (47%) of all meetings are 1:1s, and these dyadic meetings often have unique purposes (e.g., performance appraisals) and involve different interactions (e.g., more interpersonal) outside of larger group meetings. Industry and practice have begun to explore these 1:1 meeting-especially meetings between managers and direct reports. For example, internal studies conducted at Microsoft and Cisco found that direct reports who had more frequent and effectively run 1:1 meetings with their managers were more engaged than their counterparts. While companies have seemingly acknowledged the importance of these meetings, research lags behind. Little empirical or theoretical investigations have explored 1:1 meetings. Yet, with the continued growth in the number of meetings worldwide, it is important to obtain empirical insights specific to 1:1 meetings. Doing so will help inform best practices when it comes to leading and attending 1:1 meetings. Thus, in this conceptual review of 1:1 meetings, we provide a future research agenda encouraging researchers (and practitioners) to investigate this unique (and important) meeting type – the one-on-one meeting between a manager and their direct report.

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“…One task that is routinely executed through meetings is the creation of organizational strategy (Burke & Wolf, 2020;Pünchera, 2021;Jarzabkowski & Seidl, 2008). Making effective use of meetings is a longstanding concern (Allen & Prange, 2021;Fetzer, 2009;Shanock et al, 2013), and is consequential as strategy is frequently developed in meetings and is linked to performance (George et al, 2019;Iyer et al, 2019). This is of particular concern within small and mediumsized enterprises (SMEs), as they have fewer people from which to draw strategic insights (Owalla et al, 2022;Storey, 1994), and fewer resources to pursue alternatives in strategic planning and execution (Greene et al, 1997;Lonial & Carter, 2015;Nolan & Garavan, 2015).…”

Section: Introductionmentioning

confidence: 99%

Small Businesses Can Enhance Strategic Insights by Text Mining Organizational Writings

Jackson,

Heath

2023

AJIBM

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The purpose of this study was to examine the potential of textual analysis techniques to inform strategy development in a small business. An evidenceinformed, theoretical framework was developed moving from abstract ideas and concerns to enhanced strategic insights through an application of the textual analysis techniques of term frequencies, n-gram frequencies, and thematic analysis to an author-created corpus comprised of 250 independent writings created by firm leadership. The findings of this study suggest that term and bigram frequencies, along with AI-identified themes are useful for revealing points of strategic focus and concern. Correlation analysis of termusage preferences between the participants provided a rigorous and objective approach for assessing and establishing the degree of strategic alignment between the founder and senior partner. This research provides a foundation for engaging more consistently with organizational strategy development by reducing the randomness associated with impromptu participation in strategic meetings and contributes to the research literature on applied textual analysis and strategy development.

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Another Meeting Just Might Do It!: Enhancing Volunteer Engagement Using Effective Meetings

Cited by 3 publications

References 52 publications

Well-being creation by senior volunteers in a service provider context

Well-being creation by senior volunteers in a service provider context

One-on-one meetings between managers and direct reports: A new opportunity for meeting science

Small Businesses Can Enhance Strategic Insights by Text Mining Organizational Writings

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