Volunteer entry into hospital culture : relationships among socialization, P-O fit, organizational commitment, and job satisfaction.

Jordan, Tricia

doi:10.18297/etd/713

Cited by 3 publications

(8 citation statements)

References 62 publications

(275 reference statements)

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“…Quantitative studies which query volunteers provide information on whether, for example, the match with motivational dispositions (Stukas et al, 2009), organizational care variables (Rice & Fallon, 2011), socialization (Hidalgo & Moreno, 2009;Jordan & Fiene, 2012), or perceived respect (Boezeman & Ellemers, 2008) contribute to volunteers' satisfaction, turnover intention, or commitment. While such studies deliver important information about the relationship between volunteers' well-being and perceived organizational behavior and attitudes, their findings are less useful for drawing managerial implications.…”

Section: State-of-the-art Of Volunteer Researchmentioning

confidence: 99%

Volunteer Management

Studer

2016

Nonprofit and Voluntary Sector Quarterly

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Volunteer management (VM) has been strongly influenced by classical human resource management (HRM). There is a growing body of volunteer literature, however, that argues that volunteers differ from paid staff and that VM should therefore respond to the uniqueness of volunteers. In this study, we apply principal component analysis to reveal a few overarching principles of management responses to the uniqueness of volunteers. Furthermore, we use sequential regression analysis to examine the capacity of these principles to complement classical HRM in relation to the desired VM outcome. Our findings suggest that principles such as balance of interest, strategic commitment toward volunteers, role clarity, team spirit, and respect complement classical HRM effectively by focusing on volunteers as a unique stakeholder group. In addition, job characteristics and the resources available for VM significantly contribute to the effectiveness of VM.

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Section: State-of-the-art Of Volunteer Researchmentioning

confidence: 99%

Volunteer Management

Studer

2016

Nonprofit and Voluntary Sector Quarterly

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“…Besides the above-mentioned considerations and the need to clarify the construct defining roles and role identities, active socialization tactics are proposed to integrate volunteers into the organization (Jordan 2009). Hong et al (2009) operationalized integration as ''participation in decision making,'' ''serving as official representative,'' or ''represent the programs.''…”

Section: Identification Socialization and Integration As Co-determimentioning

confidence: 99%

“…Farmer and Fedor (2001) showed that interactions between volunteers have a positive effect on volunteer contribution, suggesting that volunteer organizations should build ''a social web that encourages volunteers to stay engaged.' ' Jordan (2009) applied the work on socialization tactics by Jones (1986) to the volunteer coordination situation. Conducting a correlation analysis, she concluded that ''hospitals in this investigation used collective, formal, investiture, sequential, and serial socialization tactics,'' and that ''a positive relationship existed between these institutionalized socialization tactics and volunteer perceptions of P-O fit, organization commitment, and job satisfaction'' (Jordan 2009, p. vi).…”

Section: Identification Socialization and Integration As Co-determimentioning

confidence: 99%

“…To make it even more complex, these worldviews and coordination styles can co-exist within the same organization, which will be discussed subsequently. To sum up, organizations are challenged to find the ''right'' volunteers with whom they can share and negotiate their organizational values (Pearce 1993;Taylor et al 2008;Jordan 2009;Paton 1996). The effect of organizational values on volunteers and vice versa is moderated by struggles over meanings, which is outlined in the following section.…”

Section: Values Organizational Identity and Sense-makingmentioning

confidence: 99%

“…, as well as formal training(Haski-Leventhal and Bargal 2008;Musick and Wilson 2008) are positively linked with low ambiguities (Haski-Leventhal and Bargal 2008), commitment (Haski-Leventhal and Cnaan 2009), and low burnout symptoms(Bennett and Barkensjo 2005). It can be argued that these positive effects of socialization and integration on volunteers' performance are due to the endorsement of implicit norms and common values by the volunteers(Haski-Leventhal and Cnaan 2009;Jordan 2009;Lois 1999).…”

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confidence: 99%

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Organizational Factors Affecting Volunteers: A Literature Review on Volunteer Coordination

2012

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While volunteer literature presents diverse insights into the motives, personal dispositions, and sociodemographic characteristics of volunteers, researches comparatively seldom focus on the incentives and organizational context affecting volunteers. This review aims to shed light on the organizational factors affecting volunteers collectively and to discuss the coordination of volunteers. Systematic research of the literature revealed 386 publications that are relevant to volunteer coordination. Their abstracts were analyzed in a process of open and selective coding, which led to the identification of three main clusters. This literature review produced the following propositions: it is argued that the practices and instruments of volunteer management (Cluster 1), and, even more strongly, the organizational attitudes towards volunteers as well as the organizations' embedded values (Cluster 2), co-determined by social processes (integration and production of meaning), are crucial factors affecting volunteers. The review also deals with structural features that limit the action space of volunteers and volunteer coordination (Cluster 3). It concludes by discussing the limitations present in the current volunteer research and provides implications for future research endeavors. Thus, this piece of work presents a holistic view on volunteer coordination and theory building by carefully synthesizing information about the organizational context of volunteering from different disciplines and research traditions, resulting in different intervention logics, and by integrating these data in an analytical framework.

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Extending organizational socialization theory: Empirical evidence from volunteer work for refugees in France and Australia

2021

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How are volunteers who provide assistance to refugees socialized into their organizations? Known as the process through which newcomers evolve from organizational outsiders into insiders, socialization is particularly crucial among volunteers, as they often help vulnerable groups such as refugees. To examine this issue, which is critical to both scholars and practitioners, we draw on a large-scale qualitative study conducted in France and Australia. Based on triangulated data from 42 in-depth interviews, 17 hours of participant observations and document analysis, we shed light on the socialization of volunteers. We identify a three-stage process during which volunteers become insiders: 1) familiarization with the role, 2) bonding with the group and 3) embedding into the organization. Each stage consists of tactics, learning domains, emotions and outcomes that are particularly salient to the volunteer experience. With only slight differences between the two countries, our model extends organizational socialization theory by uncovering a process that allows volunteers to feel confident in their role, integrated into their team and part of a larger purpose. We also contribute to debates on volunteer management by highlighting organizational tactics that fit the volunteer experience.

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Volunteer entry into hospital culture : relationships among socialization, P-O fit, organizational commitment, and job satisfaction.

Cited by 3 publications

References 62 publications

Volunteer Management

Volunteer Management

Organizational Factors Affecting Volunteers: A Literature Review on Volunteer Coordination

Extending organizational socialization theory: Empirical evidence from volunteer work for refugees in France and Australia

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