Volunteering drivers and continuation will: the role of engagement

Abstract

Purpose As volunteering research in nonprofit organizations is growing significantly, the purpose of this paper is to examine the effects of volunteering drivers and work engagement on volunteer continuation will. Design/methodology/approach Building on empirical and theoretical perspectives, the authors hypothesized that work engagement mediates the relationship between volunteering drivers and volunteer continuation will. To verify our hypotheses, we examined data collected from 372 active volunteers from Palestinian nonprofit organizations. The authors conducted structural equations modeling (SEM) analyses using the AMOS 24 platform to investigate direct and indirect effects. Findings The results of the study show that work engagement is a significant predictor of volunteer continuation will; mediates the relationship between career driver of volunteering and volunteer continuation will; and mediates the relationship between the protective driver of volunteering and volunteer continuation will. Research limitations/implications The research design limits establishing cause and effect relationships among the examined variables. Practical implications The results of the current study may be of use for nonprofit organizations managers formulating effective recruitment and training policies to retain their volunteers. Originality/value The paper contributes to the limited empirical body of the volunteering research. The study is novel as it is one of the few studies conducted using data coming from a non-western context.

Foundational Leadership Theory: An Ethical Leadership Approach to Developing Positive Employee Work Engagement

“…Research confirmed that integrity (FLI), assurance (FLA), and pragmatism (FLP) are perceived as ethical and predicted organizational commitment. This investigation previously supported findings that ethical leadership is a significant predictor of organizational commitment (Aboramadan et al, 2019). Thus, FLT's theoretical framework that predicted organizational commitment (Fuller, 2021) should influence work engagement.…”

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“…Work engagement has materialized as a valuable competitive advantage for organizations (Schaufeli et al, 2002). Enthusiastic employees have high work engagement, which inspires coworkers (Bakker & Xanthopoulou, 2009) and improves organizational commitment (Aboramadan et al, 2019). Organizational commitment is an "attitudinal" approach and has emerged as the most significant predictor of employees' behaviors and actions (Zimmerman et al, 2020).…”

Servant leadership and academics outcomes in higher education: the role of job satisfaction

“…In addition, Kowske et al (2009) added that work engagement is the degree to which workers are driven to contribute to corporate success and are prepared to make efforts to achieve tasks that are necessary to the attainment of organisational objectives. Individuals who are highly engaged are mentally and emotionally connected to their work and have higher continuation will (Aboramadan et al, 2019;Aboramadan et al, 2020). In contrast, disengaged employees tend to show higher levels of absenteeism, behave negatively and commit unethical practices (Blanchard and Hodges, 2003).…”

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