Communicating our way to engaged volunteers: A mediated process model of volunteer communication, engagement, and commitment

Abstract

Retaining productive volunteers is an essential issue nonprofit organizations face, as volunteers help extend nonprofits' services to their target populations. The current study examined two facets of communication, perception of voice (i.e., upward communication) and satisfaction with communication (i.e., downward communication), as well as training, as important volunteer management practices with respect to facilitating volunteer engagement and commitment using both psychological contract and social exchange theories as the framework. One‐hundred and seventy‐one volunteers from two nonprofit organizations were surveyed to assess their satisfaction with the communication processes at their respective agencies, as well as their level of engagement, commitment, and perception of the training they received for their volunteer roles. Volunteer perceptions of both upward and downward communication were found to be indirectly related to organizational commitment through engagement. In addition, results indicated that volunteer training practices moderated the effects of upward and downward communication on engagement and commitment. Findings suggested that upward and downward communication are important predictors of volunteer engagement and commitment. Furthermore, providing training may help to strengthen these indirect effects.

Understanding how context and culture in six communities can shape implementation of a complex intervention: a comparative case study

“…There seemed to be a connection between communities where more positive attributes of VCs were described and where the VCs conducted more activities beyond the role description, such as holding meetings with unstructured time for volunteers to discuss experiences and problem solve issues. Opportunities for feedback and social interaction can foster positive relationships, and contribute to volunteer satisfaction, retention, and engagement [ 15 , 38 , 39 ]. Further, we speculate that how the VC role was defined and described, the specific skills and experiences of both VCs and huddle leads, and the relationships between VCs and clinical teams all contributed to differences in program implementation.…”

Understanding volunteer retention in a complex, community‐centred intervention: A mixed methods study in Ontario, Canada

“…Volunteers that left were more likely to describe the opposite of these ideas: that client recruitment was missing individuals who would benefit most, that volunteers are not connecting clients to community services, and that there is a lack of connection or communication between the volunteers and clinics. Good volunteer management practices by the organisation are key factors that contribute to volunteer satisfaction such as showing appreciation and recognition, including volunteers within the team, providing good communication and feedback, delivering adequate training, providing role flexibility and autonomy, ensuring volunteer expectations match the position, and having strong, inclusive leaders (Bidee et al., 2017 ; Chevrier et al., 1994 ; Claxton‐Oldfield & Claxton‐Oldfield, 2012 ; Hurst et al., 2019 ; Lowenberg‐DeBoer & Akdere, 2018 ; Senses‐Ozyurt & Villacana‐Reyna, 2016 ; Tang et al., 2010a ; Trent et al., 2020 ; Walk et al., 2019 ). Though volunteers at the same sites experienced the same volunteer management practices, they did not always have the same views on their success.…”

“…Satisfaction with the volunteer role pertains to the entire spectrum of volunteers’ experiences. For example, good volunteer management practices by the organisation are a key factor that contributes to volunteer satisfaction (Bidee et al., 2017 ; Chevrier et al., 1994 ; Claxton‐Oldfield & Claxton‐Oldfield, 2012 ; Hurst et al., 2019 ; Lowenberg‐DeBoer & Akdere, 2018 ; Senses‐Ozyurt & Villacana‐Reyna, 2016 ; Tang et al., 2010a ; Trent et al., 2020 ; Walk et al., 2019 ). Other factors related to volunteer satisfaction include volunteers’ awareness that they are helping others (linked with altruistic motivation to volunteering), the relationships and connections developed while volunteering, the perception of having a voice (i.e.…”

“…Other factors related to volunteer satisfaction include volunteers’ awareness that they are helping others (linked with altruistic motivation to volunteering), the relationships and connections developed while volunteering, the perception of having a voice (i.e. being able to provide feedback and opinions), and volunteers being older in age (Chevrier et al., 1994 ; Claxton‐Oldfield & Claxton‐Oldfield, 2012 ; Cnaan & Cascio, 1998 ; Kulik, 2007 ; Trent et al., 2020 ). Conversely, some of the aspects that can lead volunteers to feel dissatisfied include role ambiguity, being underutilised, unclear boundaries and limitations, feeling undervalued, negative experiences, and not being able to do as much as they would have liked to in their role (Claxton‐Oldfield & Claxton‐Oldfield, 2008 , 2012 ; Hurst et al., 2019 ; Tang et al., 2010b ).…”

Communication in Organizations

“…8 Downward communication is critical for the function of all types of organizations, but it is especially important for service organizations, the category to which most sport organizations belong. 9 Frontline workers, such as ticket sellers, event staff, volunteers, and many others in the sports industry that deal directly with customers, receive their training and instruction through downward communication.…”