Confidence in Charitable Institutions and Volunteering

Bowman, Woods

doi:10.1177/0899764004263420

Cited by 51 publications

(56 citation statements)

References 34 publications

(48 reference statements)

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“…In Heckman selection models correcting for selective panel attrition, the effect of trust on starting to volunteer becomes larger (8.0%) but is not significant (z = 0.98; p \ .329); the effect of trust on quitting also becomes larger (-33.3%) and remains significant (z = -2.47, p \ .014). Because most volunteers are recruited by existing volunteers (Bowman 2004), one would also expect that trusting individuals are more likely to be asked to volunteer. This is indeed the case.…”

Section: The Effect Of Trust On Volunteeringmentioning

confidence: 99%

Trust and Volunteering: Selection or Causation? Evidence From a 4 Year Panel Study

Bekkers¹

2011

Polit Behav

112

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Participation in voluntary associations is often believed to make citizens more trusting of others. This paper reports longitudinal analyses of a time intensive form of participation-volunteering-and generalized social trust using data from three waves of the Giving in the Netherlands Panel Study spanning 4 years (2002)(2003)(2004)(2005)(2006); n = 692) refuting this belief. Trust is relatively stable over a 4 year period (0.73). Changes in volunteering are not related to changes in trust. Trust is higher among volunteers mainly because of selective attrition: persons with low trust are more likely to quit volunteering.

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Section: The Effect Of Trust On Volunteeringmentioning

confidence: 99%

Trust and Volunteering: Selection or Causation? Evidence From a 4 Year Panel Study

Bekkers¹

2011

Polit Behav

112

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“…Focusing on those employees who have the will to help the community, it often turns out that it is not they who take the initiative (Bowman, 2004). This is usually because they do not know the relevant information on the social context in which CV could take effect.…”

Section: Motivations Arising From Job Satisfaction Autonomy and Selfmentioning

confidence: 99%

“…Team cohesion can make easier that informal communication becomes widespread within the company; their absence can be a brake, and so, some participants of the FG state that they prefer to go to activities where their department colleagues do not go to. In addition, as already mentioned, the social context is the basis of asymmetric information (Bowman, 2004). For example, the company cannot expect the same participation in a country with great tradition in this field than in others.…”

Section: Not Consider Contextual Variablesmentioning

confidence: 99%

“…In addition to these variables, it would also be necessary to consider others contextual variables such as organizational culture and justice, hierarchical structure, team cohesion, internal communication (Van Schie et al, 2015) and social context (Bowman, 2004). If they are not taken into account they can constitute brakes or barriers to participation.…”

Section: Not Consider Contextual Variablesmentioning

confidence: 99%

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Brakes and barriers of Corporate Volunteering

Santos

Fernández²

2017

Ciriec-España

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The objective of this research is to study which are the determinants for the participation of employees in Corporate Volunteer actions -hereafter CV-that can become barriers and brakes, and which ones can mean negative consequences for the company. Ignorance of managers for these programs, about which are those brakes and its relevance, may be behind the low participation fees that companies have in their Corporate Volunteering Programs.For this purpose, we conducted a qualitative empirical study to define a model, based on the motivations and determinants of employee participation in corporate volunteer programs. The methodology that we use in order to advance the understanding of this field is common in the dynamics of so-called Discussion Groups or Focus Group (FG). We believe that this methodological approach fits well with the research question and objectives that guide us in this work, since it will allow the reconstruction of real social situations and to capture the interaction between different discourses.We trust the fact the model proposed really allows advance in knowledge of Corporate Volunteer field, as literature suggested, and we offer a conceptual framework to managers in order to develop CV programs that allows mitigating potential risks and increasing employee participation effectively.KEYWORDS RESUMEN Barreras y Frenos al Voluntariado CorporativoObjetivos El Voluntariado Corporativo (VC) es un fenómeno en desarrollo con el que pueden ganar la empresa, los empleados y la sociedad. Esta circunstancia choca con que las cuotas de participación de los empleados en este tipo de programas son realmente bajas. Esto se debe a que los motivos de la corporate philanthropy no han sido comprendidos completamente. Sobre todo, falta investigación en lo referido a los determinantes del VC. Sin aclarar este extremo, no resultará fácil conseguir que aumente la ratio de voluntarios. En definitiva, se aprecia que, si bien los programas de VC crecen en importancia, la investigación empírica es todavía muy escasa y poco conocida.Así, nuestra investigación persigue conocer cómo opera la voluntad de cooperar en el VC con ánimo de incrementarlo, o lo que es lo mismo, cómo podemos incrementar la participación de los empleados en los programas de VC. Para esto necesitamos conocer: cuáles son los factores determinantes y las motivaciones de los empleados para participar en el VC, y cuáles son las barreras y frenos que impiden o dificultan dicha participación. Nuestra investigación pone el foco en el segundo punto -frenos y barreras-lo que menos se conoce, y para lo que necesitamos estudiar tanto a los participantes en VC como a aquellos otros que no participan en actividades de VC. Diseño, metodología y aproximaciónEsta investigación persigue obtener la comprensión holística del problema desde un abordaje cualitativo empleando el método de Grupos de Discusión (GD), ampliamente utilizado en ciencias sociales, porque genera diversidad y diferencia; porque permite estudiar actitudes, opiniones y prácticas de lo...

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“…The value of hospital volunteering has an estimated payoff of almost seven times the cost to manage volunteer labor (2004, p. 23). The importance of volunteering to charities extends beyond free labor, to building confidence in that institution (Bowman, 2004). This image is important to the success of any healthcare institution, in fact more than 60 percent of 778 participants in a recent study attributed altered views of nursing facilities to volunteering (Keith, 2005).…”

Section: Introductionmentioning

confidence: 99%