The Influence of Organizational Culture in Women Participation and Inclusion in Voluntary Organizations in Italy

Abstract

The aim of this study is to analyze the rules whereby women are selected for leadership and management roles and to describe the cultural values that can foster their inclusion and participation in Italian Voluntary Organizations. Two hypotheses: the organizational culture that governs these organizations is necessarily oriented toward acceptance, involvement and participation, and the rules and setting must be flexible and inclusive of all members in order to enable each organization to survive. Methodology was based on 91 semi-structured interviews. Findings indicate that Italian Voluntary Organizations must necessarily embrace an organizational culture whose rules and norms are oriented toward attracting men and women to join and encouraging them to participate. Implications for for-profit organizations are also discussed.Résumé Le but de ce travail est d'analyser les modalités par lesquelles les femmes sont choisies pour exercer des rôles de responsabilité et de gestion, et de décrire les valeurs culturelles qui peuvent favoriser leur intégration et leur participation dans les associations italiennes. Deux hypothèses sont émises : la culture organisationnelle qui conditionne ces organisations est nécessairement orientée vers l'acceptation, l'implication et la participation ; les règles et le contexte doivent être flexibles et accorder une place à l'ensemble des membres afin de permettre à chaque entité de survivre. La méthode repose sur 91 entretiens semi-directifs. Les résultats indiquent que les associations italiennes doivent nécessairement adopter une culture

Organizational Factors Affecting Volunteers: A Literature Review on Volunteer Coordination

“…Attitudes, Values, and Organizational Identity ''Volunteering is an emotional and value-based activity'' (Haski-Leventhal and Bargal 2008, p. 97) and organizations are expected to actively shape organizational values and attitudes with respect to volunteering, so that they have the capacity to attract volunteers. Paid staff should be trained to become ''volunteer-friendly'' (Allen 2006 3 ;Hobson and Heler 2007;Hobson et al 1997) and cultivate a ''thankyou culture'' (Bürsch 2002;Händel-Burckardt 2000;Maran and Soro 2010). With respect to methodology, most of the empirical studies on organizational values affecting volunteers are of a qualitative nature (Kreutzer and Jäger 2011;Maran and Soro 2010;McCudden 2000;Netting et al 2005;Taylor et al 2008).…”

“…Paid staff should be trained to become ''volunteer-friendly'' (Allen 2006 3 ;Hobson and Heler 2007;Hobson et al 1997) and cultivate a ''thankyou culture'' (Bürsch 2002;Händel-Burckardt 2000;Maran and Soro 2010). With respect to methodology, most of the empirical studies on organizational values affecting volunteers are of a qualitative nature (Kreutzer and Jäger 2011;Maran and Soro 2010;McCudden 2000;Netting et al 2005;Taylor et al 2008). Few quantitative studies have included aspects of values in their queries, and if, then under the glossy construct of ''organizational culture,'' the operationalization of which, for quantitative purposes, is highly problematic, as Wehling (1992) admits (see Hager and Brudney 2011; Maran and Soro 2010 for completely different operationalizations).…”

“…Another factor influencing volunteers is the level of bureaucracy (Güntert 2007;Deegan and Nutt 1975;Lammertyn 2003, 2004;Kummerfeldt 2011;Musick and Wilson 2008;Pierucci and Noel 1980;Zimmeck 2001), leading to alienation (Karr 2001;Musick and Wilson 2008). Other authors emphasized the closely related concepts of flexibility (Barnes and Sharpe 2009;Gay 2001;Harlow 1998;Lockstone 2004;Maran and Soro 2010;Meijs and Brudney 2007;Tang et al 2009) and hierarchy (Brudney and Warren 1990;Kaufman et al 2004). Additionally, there is a tendency to see specialization as hindering the willingness to volunteer Wilson 2008, with reference to Bender 2003; see also Kelley et al 2005 for a detailed discussion).…”

Do Social Enterprises Discriminate Less Than For-Profit Organizations? The Influence of Sector and Diversity Policies on Managers’ Prejudice Toward Immigrants

“…First, SEs’ organizational culture and behavioral norms rely on values such as charity, fairness, and caring (Agarwal & Malloy, 1999; Jeavons, 1994). Therefore, SEs are expected to voluntarily seek to adhere to principles of nondiscrimination in their labor force practices (Gibelman, 2000; Maran & Soro, 2010). In SEs, fairness and nondiscrimination matter for their own sake (Pennerstorfer & Schneider, 2010).…”

“…First, the workers in this service voucher industry are more often in contact with their managers than with their coworkers, because they spend most of their time at their customers’ homes. Second, managers often play a primary role in human resource management decision making (Chugh, 2004; Maran & Soro, 2010; Stinglhamber & Vandenberghe, 2004), and several of the organizational practices that are usually under their control can then lead to discrimination.…”