SUSTAINING VOLUNTEER MOTIVATION IN THE ... - CiteSeerX

SUSTAINING VOLUNTEER MOTIVATION IN THE NONPROFIT ORGANIZATION:

REASONS FOR VOLUNTEER ATTRITION AND POSSIBLE SOLUTIONS

IN THE BINGHAMTON AMERICAN HEART ASSOCIATION

BY

JEANNETTE TRACHTENBERG

BS, Binghamton University, 2006

CAPSTONE PROJECT

Submitted in partial fulfillment of the requirements for the degree of Masters in Public Administration in the College of Community and Public Affairs

Binghamton University State University of New York

2007

© Copyright by Jeannette Trachtenberg 2007

All Rights Reserved

Accepted in partial fulfillment of the requirements for the degree of Masters in Public Administration

in the Graduate School of Binghamton University

State University of New York

2007

David Campbell _____________________________________________________ Assistant Professor Department of Public Administration November 15, 2007 Nadia Rubaii-Barrett ______________________________________________________ Associate Professor Department of Public Administration November 15, 2007 Catherine Pichura ______________________________________________________ Director The American Heart Association November 15, 2007

ABSTRACT

Nonprofit organizations are often challenged to keep volunteers interested in helping

them meet their missions and goals. The Binghamton office of the American Heart

Association (AHA) is no exception. The AHA has experienced significant problems

keeping volunteers, especially those who assist with the organization’s annual fundraiser,

the AHA Heart Walk. The study sought to identify what motivated volunteers to join the

nonprofit, as well as what factors motivated them to leave. Results of the investigative

study demonstrated that participants were strongly motivated to join the AHA as

volunteers and were happy with the level of support they received, but were less than

satisfied with key motivators, and were not sufficiently knowledgeable about the

organization, its people, and the fund raising events that it sponsors. Satisfaction, training

and development, and perceived external-internal benefits were noted as most important

factors influencing retention. It is recommended that management consider developing

policies that support the training of volunteers about the AHA’s mission, its vision, its

major fundraising events, and how funds are used by the organization. Training should

also include identifying and improving the talents and skills of volunteers to support

more effective positioning of volunteers. Finally, NPO management should develop and

implement a non-fiscal reward system that serves to recognize the efforts, work, and

achievements of its volunteers, regardless of who they are, from what neighborhoods they

come, and what their ages are.

Acknowledgments

The author would like to extend her deepest thanks to her dear friend and

professor Debra Morello for her guidance in applying to this program. To the professors

of DPA Yi Lu, Kristina Lambright, Allison Alden, Pamela Mischen, Tom Sinclair, Nadia

Rubaii-Barrett, Stan Barrett, Michael Hattery and David Campbell who taught, mentored,

guided and always had faith in me that I could do it. Thank You. To Catherine Pichura

and Paula Gage for giving me the opportunity to intern at The American Heart

Association. To Stacy Marrow and my dear friends Tyler Case and Qing Lan for their

support and laughs during times of stress. To my parents Jean and Ralph Porcello and

brother Ralph Anthony Porcello whose love, pride, and encouragement she appreciates

more than they know. To my grandson Aidan Thomas Trachtenberg who God brought to

me during this project. To Sergeant James W. Schroh, USMC for always being there with

all his support and love without whom I would have never been able to complete this

chapter in my life. He had never ending faith in me despite my own fears, tears,

frustrations and doubt Thank you. I love you.

Table of Contents 1. INTRODUCTION ......................................................................................................... 1

Background of Study/Topic Overview: Nature and Challenges of Volunteerism .. 1

Problem Statement .................................................................................................. 4

American Heart Association (AHA): Description and Scope of Services............. 4

Purpose of the Study ............................................................................................... 7

Research Questions................................................................................................. 7

Summary and Conclusion ....................................................................................... 7

2. REVIEW OF THE LITERATURE................................................................................ 9

Introduction............................................................................................................. 9

Recruiting Volunteers.............................................................................................. 9

Volunteer Retention .............................................................................................. 10

Motivating Volunteers........................................................................................... 15

Motivation and Retention Strategies..................................................................... 16

3. METHODOLOGY ...................................................................................................... 21

Research Design.................................................................................................... 21

Site Setting ........................................................................................................ 21

Population......................................................................................................... 22

Sample............................................................................................................... 22

Data Collection and Measurement Methods......................................................... 23

Procedures............................................................................................................. 23

Section Summary ................................................................................................. 24

4. RESULTS..................................................................................................................... 26

Introduction........................................................................................................... 26

Demographics of the Survey Sample.................................................................... 27

Survey Responses ................................................................................................. 30

Altruistic Motivation/Volunteer Reasons .......................................................... 30

Organization Factors Influencing Attrition ...................................................... 32

Orientation Activity/Event Organization ...................................................... 32

Support and Recognition............................................................................... 33

Knowledge of the AHA ................................................................................ 34

Volunteer Motivation 2

Tenure Retention/Length, Future Participation ................................................ 35

Interview Data....................................................................................................... 38

Overview ........................................................................................................... 38

Themes and Categories..................................................................................... 38

Altruistic Motivation.................................................................................... 39

Personal Connections to the Mission............................................................ 40

Orientation Activity/Event Organization ...................................................... 41

Event Organization ....................................................................................... 42

Non-Appreciation/Lack of Recognition ....................................................... 43

Knowledge of the AHA ................................................................................ 44

AHA Future Participation ............................................................................. 45

5. DATA ANALYSIS AND DISCUSSION .................................................................. 46

Introduction........................................................................................................... 46

Key Survey Findings: Data Analysis and Discussion........................................... 46

Key Interview Findings: Data Analysis and Discussion....................................... 49

Section Summary .................................................................................................. 50

6. CONCLUSIONS AND RECOMMENDATIONS........................................................ 52

Introduction........................................................................................................... 52

Conclusions........................................................................................................... 52

Recommendations................................................................................................. 53

APPENDIX A: AMERICAN HEART ASSOCIATION VOLUNTEER SURVEY ........ 55

APPENDIX B: INTERVIEW QUESTIONS.................................................................... 57

APPENDIX C: INTERVIEW RESPONSES.................................................................... 58

REFERENCES ................................................................................................................. 63

Page

Chapter 1: Introduction .......................................................................................................7 Background of Study and Overview of Topic: The Nature and Challenges of Volunteerism……………………………………...7 Problem Statement .................................................................................................10 The AHA: Description and Scope of Services.......................................................10 Purpose of the Study ..............................................................................................13 Research Questions................................................................................................13


Summary and Conclusions ....................................................................................13 Chapter 2: Literature Review.............................................................................................15 Introduction............................................................................................................15 Recruiting Volunteers.............................................................................................15 Retaining Volunteers ..............................................................................................16 Motivating Volunteers............................................................................................18 Motivation and Retention Strategies .....................................................................19 Summary ................................................................................................................22 Chapter 3: Methodology ....................................................................................................24 Research Design.....................................................................................................24 Site Setting .............................................................................................................24 Population ..............................................................................................................25 Sample ...................................................................................................................25 Data Collection and Measurement.........................................................................26 Procedures..............................................................................................................26 Summary ................................................................................................................28 Chapter 4: Results ..............................................................................................................29 Introduction............................................................................................................29 Survey Data............................................................................................................30 Interview Data........................................................................................................39 Chapter 5: Data Discussion................................................................................................50 Chapter 6: Conclusions and Recommendations…………………………………………52 Appendixes Appendix A: AHA Volunteer Survey .....................................................................54 Appendix B: Interview Questions..........................................................................56 References..........................................................................................................................57

1. INTRODUCTION

Background of Study/Topic Overview: Nature and Challenges of Volunteerism

Volunteerism is a behavior “motivated by the expectation of psychic benefits of

some kind as a result of activities that have a market value greater than any remuneration

received for such activities” (Brown, 1999, p. 17). The market value of volunteer

activities is determined by the degree to which they contribute to the accomplishment of

the organization’s mission, including, among other outcomes, the impact volunteerism

has on the constituents served by the nonprofit through fundraising activities, supportive

tasks, and direct service. Although their activities have a direct impact on the financial

indicators of the organization, volunteers themselves are not interested in monetary

compensation for their activities; rather, they are interested in the personal satisfaction

that they derive from their voluntary activities (Dolnicar & Randle, 2007, p. 135).

As many as 65.4 million Americans volunteer annually, or three out of 10

civilians over the age of 16 (White, 2006). Although there are more volunteers in the

United States now than at any other point in the country’s history, nonprofit organizations

still find themselves competing for volunteers (Courtney, 2001). One reason that has been

proposed to explain the competitive environment among nonprofits dependent upon

volunteer work is, at least in part, that a substantial number of volunteers stop donating

their time to the organization after an initial period of voluntary service (Michaels, 2007,

p. 37). Attrition rates among volunteers are high, and nonprofits are frequently in the

position of recruiting and orienting new volunteers in a revolving-door cycle, a process

that is costly, both in terms of human resources and financial ones as well (Wymer &


Starnes, 2001). While many nonprofits depend upon the valuable work that volunteers do,

the turnover of volunteers constitutes an ongoing organizational challenge.

Volunteerism cannot be separated from the motives, values, and beliefs of the

volunteer (Wilson, 2000). While values and beliefs often remain unchanged during a

volunteer’s tenure with a nonprofit organization, the motives for volunteering will often

go through myriad changes that can reduce the longevity of the volunteer’s involvement

with the organization, especially when the organization is unaware of or does not

understand and plan for such changes. Unless the nonprofit organization can identify

when and why this shift in motivation occurs, it will be unable to mitigate the fallout that

comes from high turnover rates among volunteers. As much as volunteers are a boon to

the nonprofit organization, their departure, especially if unexpected and unplanned, can

present serious implications for the organization's ability to operate effectively and

efficiently. This type of problem has been experienced by the American Heart

Association's Binghamton, New York branch, especially with respect to motivating

volunteers to participate over more than one season or year in its two biggest annual

fund-raising events, one of which is the Heart Walk.

Most nonprofit organizations have little difficulty motivating altruistic and

compassionate individuals to volunteer for them. After all, most volunteers are

individuals who are interested in supporting the activities of the nonprofit organization

for little more than knowing that they are “doing something worthwhile” and for the

satisfaction that it brings to them personally (Dolnicar & Randle, 2007, p. 135). Despite

the initial motivation and commitment of volunteers, however, many nonprofit

organizations are challenged by the task of keeping volunteers interested in helping them


meet the organization’s mission and goals. Some of the nation’s oldest and most reputable

nonprofits, including Meals on Wheels and the Salvation Army, have a national presence

and a long history of volunteer participation, but have been struggling in recent years to

retain volunteers (Reeger, 2007). Retention has been reported as particularly challenging

for organizations that need volunteers to interact with the organization’s recipients on a

regular basis, as well as to perform functions such as preparing for and executing

fundraising events (Reeger, 2007).

In fact, most of the nonprofit organizations that report concerns about the loss of

volunteers are the local branches or chapters of national nonprofit organizations. The

trend of volunteer attrition seems to be a national problem, limited not only to nonprofits,

but also to other organizations that have historically relied upon the valuable aid that

volunteers provide. For instance, volunteer fire stations around the country are

consistently losing volunteers, a trend that presents serious implications for the small

communities that they serve. Unlike larger fire houses operated by local governments and

municipalities, smaller fire stations depend almost exclusively on volunteers both for

fighting fires and for raising the funds needed to operate (“What if You Had a Fire?”,

2005). The effect of these losses, whether for fire stations or for small chapters or

branches of nonprofits, is a cumulative one that ultimately impacts the parent

organization as a whole. While it is important for organizations to determine why there

are attrition problems, it is also important to begin considering a paradigm shift. Many

nonprofit organizations forget that volunteers are like investors in for-profit organizations

who “expect a return on their investment” in some manner that keeps them motivated and

identifying with the organization (Lengnick-Hall & Lengnick-Hall, 2004, p. 42).


Problem Statement

The widespread problem of volunteer attrition presents major implications with

respect to the ability of nonprofit organizations to serve their clientele. This issue is

especially important with regard to fundraising events like the AHA's annual Heart Walk

fundraiser because it is “the number, quality and commitment” of the volunteers who are

used to promote, guide, and carry out fundraising campaigns that are the “most

significant factors” in ensuring organizational success (Lysakowski, 2002, p. 325). The

challenge of keeping volunteers is being experienced by the Binghamton, New York

branch of the American Heart Association (AHA), especially in its inability to motivate

and retain volunteers to participate in the Heart Walk, which is conducted every spring.

Although this problem clearly challenges the AHA in its endeavor to fulfill its mission,

research shows that the inability to motivate and retain volunteers is a challenge for most

nonprofits as a whole. Thus, while the problem that is being studied in this dissertation is

specific to the Binghamton branch of the AHA, it is expected that some of the results of

the study may be able to be generalized to nonprofit organizations facing similar

volunteer recruitment and retention challenges.

American Heart Association (AHA): Description and Scope of Services

The primary mission of the American Heart Association is to support programs,

policies, and initiatives that prevent cardiovascular disease, which is the number one

cause of death in the United States (Rashid, Fuentes, Touchon, & Wehner, 2003). Major

fundraising campaigns, such as the AHA’s annual Heart Walk, are critical to bringing in

the funds necessary to support these programs as well as to support research and

education on heart disease. While the mission and fundraising goals originate at the


AHA's corporate headquarters in Dallas, Texas, it is the work of local branches of the

AHA throughout the U.S. and their volunteers that play the biggest role in achieving

them. For the annual Heart Walk, volunteers are responsible for a number of different

tasks that range from canvassing for business and individual sponsors to handing out food

and water at the event. Also among the individuals identified as volunteers for this event

are the individual walkers and corporate walkers participating on behalf of their

respective organizations. It is vital that the AHA possess the ability to accurately forecast

how many volunteers the organization can expect each year that volunteers remain

consistent in terms of their volunteering for the Heart Walk. In Table One, the reader can

begin to get an idea of the nature of the relationship between the number of volunteers for

the Heart Walk and the amount of funds raised during the event.

Table One: Binghamton AHA Heart Walk Volunteer-Fundraising Ratios, 1997-2007

Year Number of Volunteers Amount of

Money Raised

1997 688 $75,267 1998 802 $77,314 1999 1000 $138,867 2000 850 $143,000 2001 820 $160,000 2002 900 $160,000 2003 1000 $167,082 2004 1200 $182,000 2005 1200 $165,000 2006 850 $155,000 2007 1000 $230,119


While it is impossible to identify other variables that may confound the

relationship between the number of volunteers and the amount of funds collected through

the Heart Walk, these data allude to two important possibilities: first, that the AHA has

not been able to maintain a consistent number of volunteers for the Heart Walk

fundraiser, and second, that in almost every case, a year in which a decline in volunteers

was registered also showed declines in the total monies raised compared to the preceding

year. The Binghamton AHA does not lack experience when it comes to conducting a

major fundraising event like the Heart Walk. As Table One indicates, the Binghamton

AHA has been hosting the Heart Walk event for 10 years, and the national organization

provides branches with constantly evolving best practices for recruiting volunteers for the

fundraiser. Nevertheless, marked inconsistency is evident with respect to volunteer

retention as indicated in Table One.

One of the best practices used both for volunteer retention and the promotion of

fundraising goals is fostering leadership among volunteers, not only those who have a

sustained relationship with the agency, but also those volunteers who have one-time

contact with the organization by walking in the event. The AHA begins recruiting a top

50 employer CEO 12 to 18 months prior to the Heart Walk and subsequently begins

comprising an executive leadership team from top 50 employers 11 months prior to the

event. Ultimately, the AHA aims to recruit a minimum of 10 to 20 executive leadership

team members from each of the 50 top employers. Volunteers are essential to increasing

and expanding the number of participating companies each year by 20%. The goal has

rarely been met, however. Despite the AHA’s strategic efforts to gain recognized national

and community leaders involved in its major fundraising event, these best practices have


been insufficient to keep volunteers interested and coming back year after year to support

the organization's mission and goals.

Purpose of the Study

The purpose of the study was to identify the factors that motivated Binghamton

AHA volunteers to give their time at this organization, as well as to understand the

reasons for turnover among volunteers. The results of the research and the

recommendations that emerged from them can serve as a source of support to

administrators and managers with respect to determining what measures they can take to

sustain volunteer motivation and support during the organization's biggest fund-raising

events of the year, as well as to retain volunteers for more than a year of service.

Research Questions

Two questions were developed to guide the research:

Q1: What are the motivating factors that influenced volunteers at the Binghamton AHA

with respect to joining, staying, and leaving?

Q2: How can the Binghamton AHA consistently motivate volunteers when it comes to

both recruiting and keeping them?

Summary and Conclusion

In this portion of the study, the researcher introduced the topic that is the subject

of the study, and provided a comprehensive overview of the major issues related to

volunteer recruiting and retention in nonprofit organizations. Specific recruitment and

retention difficulties were identified, and the implications of high volunteer attrition were

discussed briefly. In the next section, the researcher will study these issues in greater


depth by examining seminal and recent research literature regarding volunteerism in the

United States.


2. REVIEW OF THE LITERATURE

Introduction

Nonprofit organizations (NPOs) are challenged to develop and implement

strategies that will support their ability to remain financially solvent and continue

providing critical services to the American public; however, their challenges are unique

when compared to those in the for-profit organization. The successful operation of an

NPO relies on the strengths, expertise, and skills of many people, not the least of whom

are the individuals who volunteer their time and effort to help the NPO meet its mission

and goals. Volunteers have always been a vital component of the NPO; however, their

roles have become even more significant in an age with “leaner staffs and less money,”

coupled with greater demands on the nonprofit system (Walker, 2001, p. 46). In this

portion of the study, the researcher examines the seminal and recent literature on

volunteerism, paying particularly close attention to information about the recruitment and

retention of volunteers.

Recruiting Volunteers

Attracting volunteers is one of the most important objectives of the NPO;

however, it is a task that is often overlooked or performed poorly by NPO managers and

administrators (Farmer & Fedor, 1999). As Farmer and Fedor (1999) observed, many

NPO administrators are overtaxed with tasks and spend much of their time

troubleshooting existing problems rather than setting up preventive and intervention

systems to avoid or control such problems. However, the research literature clearly

substantiates the claim that NPOs need to pay as much attention to how and whom they


recruit as volunteers as they do when it comes to recruiting highly-qualified executives

(Walker, 2001). Like executives, it is ideal if volunteers can join the organization with a

long-term commitment. As Walker (2001) explained, volunteers perform many different

types of services that are just as valuable as the functions and tasks of paid employees.

One type of volunteer may have the skills and charisma to raise $500 with five phone

calls, while another type of volunteer could effectively streamline one of the

organization’s key processes or business operations, resulting in significant cost-savings

(Walker, 2001). While these activities are different, they are both important to promoting

organizational stability, health, and success.

In order for a productive and long-term relationship between the NPO and its

volunteers to develop, volunteers must first be recruited on the basis of possessing

qualities, skills, and interests that are consistent with the NPO's mission and goals

(Walker, 2001). Identifying and attracting volunteers who demonstrate these strengths

ensures a goodness of fit between the organization and its volunteers, and is likely to

improve retention rates. Making sure that the attributes and skills of volunteers mesh well

with the goals of the NPO is not enough, however. Once talented and skilled individuals

are recruited, it is important that clearly defined expectations, tasks, responsibilities, and

goals be established in mutuality between the organization and the volunteers (Brown,

2003). This process of role and goal clarification helps to confirm that the volunteer

understands the organization’s mission and goals, is supportive of these, and is willing to

perform specific types of work in service of those goals.

Volunteer Retention

The issue of keeping volunteers motivated has emerged out of an identifiable


trend in the loss of substantial numbers of volunteers each year after serving only briefly

with their respective organizations. The trend is somewhat puzzling and definitely

alarming, for while record numbers of volunteers have been offering their services to

NPOs over the last several years-- a phenomenon that is attributed to the consistent string

of traumatic events that have occurred since September 11, 2001-- volunteer attrition is

also higher than ever (Eisner, 2005; Michaels, 2007). In fact, at least one-third of those

individuals who volunteer in a given year will not volunteer the next year (“Volunteer

Retention”, 2007).

Some volunteers are more likely to stay with the NPO for longer periods of time

than others. An analysis of how long volunteers stay with their respective NPOs in

relation to their age shows that the older an individual is, the longer he or she is likely to

stay with the organization (“Volunteer Retention”, 2007). The retention rate for

volunteers aged 16 to 19 years is almost 20% lower than the retention rate for individuals

over 35 years of age (“Volunteer Retention”, 2007). Those volunteers who have the

highest retention rate—69.9%-- are adults between the ages of 55 and 64 years of age;

however, there is a less than 1% difference in retention rates among all volunteers over 35

years of age (“Volunteer Retention”, 2007).

Experts contend that more successful strategies for retaining volunteers depend

upon improved recruiting and motivating strategies (Dolnicar & Randle, 2007; Ellis,

1996). Such strategies take a wide number of variables into account. For instance, due to

the fact that retention rates tend to be higher among older adults, Brown (1999) has

recommended that Non-Profit Organizations (NPOs) looking for volunteers willing to

serve for the long-term should concentrate on attracting volunteers who are 35 years and


older. By adding the age factor to the list of ideal recruiting criteria, the likelihood of

attracting and taking on productive and committed volunteers should be improved. As

noted by Cheung, Tang, and Yan (2003), in today’s societies in which aging people are

rapidly increasing, elderly retired people provide a significant resource and an invaluable

pool of voluntary workers. Reduction of social welfare expenditure is an important

variable that has caused communities to rely significantly on volunteerism. Cheung et al.

(2003) concluded from the analysis of data that was collected in their study that the more

important predictor for both short-term and long-term retention of volunteers was

perceived benefits of volunteer work. Satisfaction with volunteer work was also found to

be an important variable influencing retention. However with respect to aging volunteers,

health status mediated the association between degree of volunteerism and expected

service duration.

According to Ralston, Lumsdon, and Downward (2005), the problem of volunteer

retention is growing at an alarming rate. In their view, there are a number of potential

barriers to retention of volunteer commitment and interest. In their investigative study on

the need for increased volunteerism and the value of volunteerism to non-governmental

and voluntary organizations, the researchers found several important key barriers to

volunteer retention as well as factors that encouraged people to remain in a volunteer

status position. Key barriers that were cited in the study included: not having necessary

skills and experience; not knowing any other volunteers; and lack of time. Factors

influencing retention included being asked personally to volunteer by organization

leaders and managers; involvement of family and friends; being provided the opportunity

to improve qualifications and skills; being able to do volunteer work from home; and


flexible schedules and arrangements (Ralston et al., 2005, p. 508).

Skoglund (2006) agrees with the growing problem of volunteer retention. She

points out that retention and turnover are most important factors to volunteer program

managers “…because they present serious problems for organizations that depend on

volunteers to execute their mission statement… high rates of turnover can hinder the

capacity of organizations to deliver quality or range of services and programs (p. 217).

Skoglund (2006) concluded from her survey questionnaire analysis that there were three

important factors that influenced retention among volunteers serving the Caring Hearts

Association. Those who had left the organization stated the following problems that had

influenced their decision to leave:

• Volunteers felt alone in their volunteer work (needed to establish more

friendships among other volunteers);

• There was a need for increased attention with respect to training and

professional development; and

• Opportunities to cultivate their role identity were lacking

From her data analysis and findings, Skoglund (2006) recommended that the

volunteer organization develop a support group as well as ongoing training seminars. In

this way the organization would be able to reduce volunteer turnover and subsequently

increase retention. She also recommended a longitudinal study be conducted to monitor

the long range influence her suggestions would have on volunteers’ decision to leave.

In summary, there are a number of factors, situations, and variables that influence

retention as well as the decision to leave (turnover) among volunteers, according to the

available literature (Boraas, 2003; Courtney, 2001; Farmer & Fedor, 1999; Michaels,


2007; Schondel & Boehm, 2000). The information has been compiled into a listing and

summarized for the present reader. The following is a presentation of the more important

of these variables:

• Lack of affirmation by the organization.

• Attitudes of volunteers toward their assignments and organizations.

• Volunteer burnout where the work is costly or risky.

• Lack of necessary skills or experience.

• Lack of organizational resources to achieve mission.

• Motivation of the volunteer in conjunction with motivation of the

organization.

• Lack of personal development opportunity.

• Disconnection between volunteer motives and the actual assigned work.

• Need for friends and family to support them in their volunteer work.

• Lack of satisfaction with volunteering due to the inability to develop

friendships, share experiences, communicate with others, and develop support

groups;

• Lack of ability to cultivate role identity from the volunteer activity.

• Lack of training and development opportunities.

• Perceived benefits of volunteer work

Research suggests, however, that even the most outgoing and qualified volunteer

is vulnerable to leaving if he or she is not consistently motivated to continue to

participate with the NPO in a way that is personally meaningful to him or her (Brown,


2003, Frels, 2006; “Volunteer Retention”, 2007). It is the subject of motivation to which

we turn in the next section.

Motivating Volunteers

Research clearly indicates that if NPOs need volunteers to meet their mission and

organizational goals, they must also be able to retain them. One of the primary ways that

NPOs can retain volunteers is by keeping them motivated and interested in the work that

they do. How well the NPO does when it comes to volunteer retention depends a great

deal on the style of its leaders. Teplitz (2005) suggested that leaders and volunteers

generally fall into four basic personality types--dominant, influencing, steadiness, and

conscientiousness—and that one of the keys for improving retention is to match

leadership styles within the organization in ways that are complementary to volunteers’

styles.

Leaders and volunteers who are active and outgoing are more likely to manifest a

personality style that is either dominant or influencing, while those who are more

reserved typically manifest a personality style that is either steady or conscientious

(Teplitz, 2005). The better that these personality types match or are adapted to between

leaders and volunteers, the more likely the leader and volunteer are to relate well with

each other because their personalities will complement each other. Although it might be

expected that volunteers with dominant or influencing personality styles might be more

motivated and more productive than those who are steadfast and conscientious, each of

the four personality styles offers advantages for the NPO.

Teplitz (2005) maintained that both dominant and influencing volunteers are

invaluable when it comes to supporting “innovative projects” and getting things done (p.


16). It is important to keep these types of volunteers motivated because they are

instrumental during major fund raising events. This assertion is supported by the fact that

effective fundraising requires people who can influence donors. Dominant individuals are

more likely to get immediate results, while influencing individuals are especially likely to

win donors over with their gregarious and talkative personalities (Teplitz, 2005).

Steady and conscientious volunteers take a little longer to develop trust in the

NPO (Teplitz, 2005). However, it is critically important to keep these types of volunteers

motivated because once their trust has been earned, they are often the most committed of

all volunteers, and are more likely to still be around when the most challenging work is to

be done. This might be explained by the fact that steady and conscientious personalities

are more patient than other personalities, more loyal, and do not mind working under

controlled circumstances (Teplitz, 2005).

Motivation and Retention Strategies

There are a number of strategies that the nonprofit organization can implement to

increase volunteer motivation and retention. The analysis of leader and volunteer

personality styles examined by Teplitz (2006) supports the development of innovative

strategies designed to both motivate and retain volunteers. For example, the NPO

executive with a dominant style would do well to know that when working with a

volunteer who exhibits an influencing style, it is best to “be friendly and not overly

businesslike” because this personality generally is not interested in details and would

prefer to be involved in the business of influencing others (Teplitz, 2006, p. 16).

Although personality differences and similarities might be perceived as subtleties

not deserving of attention in a fast-paced, high needs environment, Teplitz (2006)


suggested that personality styles should become an important part of volunteer

management strategies. According to Teplitz (2006), when NPO executives and

volunteers effectively blend their personality styles they are able to develop a more

effective relationship style that will not only support cooperation and performance at all

levels but will also contribute to the motivation and retention of those volunteers.

Recruiting strategies figure in motivating and retaining volunteers not only at the

beginning of the NPO/volunteer relationship but also throughout the entire course of that

relationship. Kleine (2001) argued that recruitment strategies are essential to getting and

keeping volunteers involved, which translates to greater motivation and a longer

commitment to the NPO. One of the most effective strategies is recruiting volunteers

from the organization's volunteer base to perform specific tasks based on the qualities,

interests, and strengths that they exhibit, a strategy that Kleine (2001) calls “matching the

person to the task” (p. 127).

Lysakowski (2002) suggested that perhaps one of the best ways to keep volunteers

motivated is to capitalize on the fact that, in almost every case, they work as motivators

themselves. This is no more evident than it is in the volunteer’s role in helping the NPO

to raise the funds needed to remain operational. Volunteers who are eager to participate in

the NPO's fund raising events are typically both “excited and exciting” (Lysakowski,

2002, p. 327). These are the types of volunteers who are most effective in supporting the

NPO's fund raising events; however, they must also be considered when it comes to

developing strategies that support motivation and retention. Those strategies should

include regular campaign meetings designed to keep all volunteers and potential

volunteers up-to-date on the details of the campaign. Such meetings should include the


disclosure of detailed and accurate timelines and organizational charts that promote

understanding of the campaign and its goals (Lysakowski, 2002). With this kind of

information clarified and in hand, the volunteers who are needed to support major

fundraising events like the Heart Walk will understand when, where, and how the event

will take place, as well as the specific role that they are expected to play in its successful

presentation. Better preparation of talented and qualified volunteers tends to result in

higher volunteer participation, and, by extension, volunteer satisfaction and a

commitment of longevity to the organization (Lysakowski, 2002).

In addition to the preceding variables, namely the development and

implementation of recruitment strategies based on needs, skills, and personality

matching, volunteer retention can be improved by recognizing that the volunteer’s role in

the accomplishment of a collective goal is itself a motivating factor (Frels, 2006).

Because volunteers are motivated when they experience a sense of accomplishment, it is

imperative that the NPO discuss with its volunteers the goals and objectives that they

have set for their participation (Frels, 2006). Knowing what those goals and objectives

are, however, is useless without also knowing what the strengths of volunteers are so that

they can be aligned with an area of participation that keeps them “engaged, productive

and confident” in what they are doing for the organization (Frels, 2006, p. 15). Then,

when volunteers fulfill those goals and objectives, they should be praised and celebrated

(Frels, 2006). Just as acknowledgment of employees’ contributions helps keep them

motivated and loyal, so too do simple forms of praise and recognition motivate

volunteers.

Still another strategy for promoting retention and preventing attrition is offering


periodic training to volunteers that will enhance their work within the organization as

well as their own personal development. Training is an important strategy not only for

motivating volunteers to stay with the NPO, but also for helping them to become as

engaged and productive as they possibly can (Frels, 2006; Kleine, 2001). Increasing the

knowledge and skill levels of volunteers means that they will be able to perform better,

which translates to a sense of accomplishment, which, in turn, fosters motivation to be

retained by the organization as a volunteer.

The powerful influence of training in motivating and retaining volunteers is

further increased when the organization’s volunteer management strategy involves

reporting to volunteers what their efforts have actually achieved for the organization

(Frels, 2006). The value of this strategy is especially evident when it comes to the

outcomes of major fundraising events, where the amount of capital raised is a clear

indication to volunteers how well they have performed and, just as importantly, their

significance to the organization (Lysakowski, 2002; Frels, 2006).

Summary

An examination of the literature reveals that the objectives of volunteer

recruitment, retention, and motivation are inter-related. Neither volunteer retention nor

motivation will be as successful as possible if NPO's do not first concentrate on recruiting

volunteers who fit best with what the organization is trying to achieve. At the same time,

maintaining high retention rates depends on keeping volunteers adequately motivated and

committed to staying with the organization.

The three most important strategies that can be drawn from the research include

(1) recruiting volunteers based on their interests, qualifications, and how well they fit


with the organization; (2) offering training to support the learning and skills development

of volunteers, and; (3) acknowledging directly to volunteers the vital role they play in the

success of the organization as well as the contributions that they make in generating the

capital needed to meet its mission and its goals.


3. METHODOLOGY

Research Design

A mixed-methodology was used to gather the necessary data for this research. A

mixed-methodology was appropriate in the context of this study because a quantitative

approach alone could not elicit the degree of “rich, detailed and holistic description” that

can be achieved through qualitative research, especially with small scale studies like the

one conducted here (Daymon & Holloway, 2002, p. 6). The type of data that were

collected included archived (quantitative) data from the Binghamton AHA on the number

of volunteers who have served over the last decade; quantitative self-report survey data

about volunteers’ demographic characteristics, their motivations for volunteering, their

volunteer experiences, and their reasons for dropping out of their volunteer role; and,

finally, qualitative data collected by means on in-person interviews. The compilation and

analysis of the data were intended to answer the research questions, as articulated in the

first portion of the present study.

Site Setting

The setting for the study was the Binghamton, New York branch of the American

Heart Association. It was at this site where the researcher collected the quantitative data

regarding the volunteer trends within the organization from 1997 to the current year, and

it was here that the researcher administered both the surveys and the in-person interviews

to the study participants. Although the participants no longer volunteered for the AHA,

they were willing to return to the branch’s office in order to participate in the study.


Population

Because the purpose of the research study was to determine motivations for

volunteering and the reasons for attrition, it was deemed important to select participants

who had volunteered for the Binghamton AHA in the past but who had since left their

volunteer role. It was expected that those who had comprised part of the volunteer

attrition pool could offer information and insight regarding their experiences. The

population of volunteers differed in terms of demographics such as age, gender, and race.,

Sample

A purposive sample was constituted by drawing from the population of past

volunteers of the AHA’s Binghamton office. Although the total number of volunteers

from the past five years had been much larger, the potential pool from which the

purposive sample was drawn was limited to just 100 former volunteers. The reason for

this number was that some former volunteers were deceased, while others had either not

left contact information, had outdated contact information, or had made the personal

choice not to be contacted by the organization once they terminated their period of

volunteer service. From the population of approximately 100 volunteers identified from

20 were purposively and randomly selected. These 20 individuals were contacted and

asked participate in the study; of these, 12 agreed to participate. The sampling method

used could also be described as a convenience sample because all of the participants

completing the survey and subsequent interviews were also those who were most

conveniently available, which was important because of the limited time frame in which

the study was conducted. No other criteria were imposed for selection to constitute the

sample.


Data Collection and Measurement Methods

There were three different types of data collected; therefore, three distinct

measurement methods were required. For the first type of data, the numerical report

detailing the number of volunteers that had donated their time and services to the

Binghamton AHA during the 10 years preceding the study, the author simply requested

this information from the organization and then tabulated the totals for each year and

presented in these in a table format, as exhibited in the first portion of the study, Table

One. For the second type of data, the researcher developed a survey to be administered to

the participants. The purpose of the survey was to develop a quantitative understanding of

some of the trends affecting AHA volunteers who had given their time and services at the

Binghamton office. These data were subjected to descriptive statistical techniques and are

also presented in tabular format; these can be viewed in the fourth section of this study.

For the qualitative data, the researcher designed an interview script and conducted in-

person interviews with participants. The researcher recorded participants’ responses and

then performed content analysis, coding responses into thematic categories.

Procedures

The researcher contacted the Binghamton AHA office to describe the study and its

purpose and to seek permission to conduct the research on site. Permission was granted,

and the second step in the procedure then was to collect data on volunteers who had

served at the Binghamton AHA over the preceding ten years (1997-2007). The records

department provided this information and the researcher analyzed volunteer trends to

identify shifts in volunteer membership from year to year. Specifically, the researcher

examined the degree of growth or decline of volunteer membership over the period, as


well as the average length of volunteer membership.

Following these steps, the researcher distributed a self-report survey to the

participants. The survey contained statements on the topics of motivation and volunteer

membership and activity at AHA. The survey was constructed using a forced-choice

format, and the number of response choices varied depending on the item. The surveys

were completed by the participants and returned to the researcher, who performed

descriptive statistical analysis to determine any noticeable trends in motivation to become

a volunteer, the quality and nature of volunteer experiences while at the AHA, and the

factors that volunteers identified as contributing to their decision to leave their positions

at the AHA.

When the surveys had been completed, returned, and analyzed, the researcher

contacted participants to schedule semi-structured interviews. An interview script had

been prepared in advance in order to provide some consistency among participants and

boundaries to the conversation, but the participants were encouraged to share freely. The

interviews were conducted by telephone or in person at the convenience of the

respondents in order to ensure the highest level of participation in this segment of the

research. Upon completion of the interviews, the researcher reviewed the interview

transcripts and performed content analysis in order to identify salient themes. These

themes were grouped into categories and are described in detail in the fourth section of

this study where data is presented and analyzed. When the content analysis of the

interviews was completed, the active phase of the research study was deemed complete.

Section Summary

In this portion of the study, the researcher explained the mixed methodological


design for the study, and explained how the sample was constituted from a specific

population pool. The researcher also detailed the methodological procedure that was

applied to all aspects of data collection and analysis. In the following portion of the study,

the researcher presents the results of these three data streams and begins to formulate her

findings in preparation for the development of evidence-based recommendations and

conclusions.


4. RESULTS

Introduction

The results of the research study are based on the administration of a survey and

interviews to a sample of twelve former Binghamton AHA volunteers. It is important to

note that the generalizability of the results could have been improved with a larger

sampling of the target population; however, the results that have been derived from the

survey and interviews provide the foundation for future research by the AHA's

Binghamton branch on how to motivate and retain volunteers.

The results are presented here in tabular format and are accompanied by brief

narratives that remark upon their significance. The implications of the results will be

discussed at greater length and in greater detail in the following section of the study and

will also be used, along with the insights gleaned from the literature review, to develop a

set of recommendations for AHA managers and administrators. The purpose of achieving

this objective is to improve both the recruitment and retention of volunteers.

Thus, this section of the present investigative study is divided as follows. An

initial section described the demographic of the survey sample. Reasons for volunteering

are the subject of the next portion of the results, followed by the presentation of data

related to retention and length of volunteer tenure. The next major portion of the results

relates to interview data. An overview if provided first. Themes and categories are

discussed in the following portion. A final section overviews this section and provides a

transition to the next portion of the present study.


Demographics of the Survey Sample

Tables 1 and 2 on the following page provide the reader with a demographic

overview of the participant sample used in the present research to obtain necessary data

to answer the study’s pertinent research questions. As indicated, the larger portion of the

volunteers who participated in the present investigative study were age 35 and over. The

majority of participants, however, fell into the category of age 45 or older. The age

demographic of the former Binghamton AHA volunteers is consistent with the research

literature, presented in the second portion of the present investigative study, which finds

the majority of volunteers are older adults. What is troubling, though, is that the adults in

this age cohort tend to have better retention rates than younger adults, which is not the

case in this study. While it is impossible to determine what other confounding factors

(such as ill health, family obligations, and the like) may have contributed to the

volunteers’ attrition, the high attrition rate among older adults as indicated by this set of

findings suggests that Binghamton AHA managers should consider looking carefully at

the recruitment and retention concerns that are particular to this age demographic.

Table 2 also on the following page illustrates the gender representation of the

study sample and demonstrates that the sample was fairly equal in terms of gender

participation. It is not unusual for more women to volunteer than men, and the

Binghamton AHA volunteers in this study fit that pattern. Recruitment and retention

strategies may want to consider, however, how to attract more male participants. While

there is no evidence-based literature that suggests female volunteers are either more or

less effective or more or less likely to be retained than male volunteers, equivalent

representation of the genders might result in a more balanced perspective in terms of


Table 1: Age Representation of the Study Participants

Age Range # of Participants % of Total

18-25 1 8.3%

26-35 1 8.3%

36-45 2 16.6%

46-55 3 25%

56-65 5 41.6%

66 and over 0 0.0%

Table 2: Gender Representation of the Study Participants

Gender # of Participants % of Total

Female 7 58.3%

Male 5 41.6%


service delivery, the fulfillment of volunteer tasks, and the variety of skill sets brought to

the organization by volunteers.

Table 3 below shows that more than half of the participants that were surveyed

for this investigation were retired or otherwise unemployed while they volunteered for

service with the AHA. That the total reflects a number greater than 12 can be attributed to

the fact that two participants who reported that they were retired also reported that they

worked part-time during the period in which they volunteered.

Table 3 Concurrent Academic, Employment, or Retirement Patterns

Employment Status Are you? # % Retired 3 25% Student 1 8.3% Employed full-time 1 8.3% Employed part-time 3 33.3% Unemployed 5 41.6% Unemployed, looking for work 0 0% Self-employed 1 8.3%

As indicated above, the majority of study respondents were unemployed (41.6%),

followed by those who were employed part-time (33.3%).Those who were unemployed

were not looking for work, however. This finding is also consistent with the literature

and consistent with the older age range that has been indicated for volunteers in most

organizations. Retirement age of volunteers appears to be an important factor influencing

increased volunteer activity.


Survey Responses

Altruistic Motivation/Volunteer Reasons

Table 4 below indicates the paths that were taken to volunteering among the

sample participants. Specifically, the data contained in Table 3 reveals that many (33.3%)

of the participants were led to volunteer by other people such as a friend, family the

majority of the study respondents (41.6%) reported that they decided to volunteer at the

AHA on their own. This finding represents altruistic motivation on the part of the

volunteer. It may be concluded that the majority of respondents experienced altruistic

motivation to serve as a volunteer for the American Heart Association.

Table 4: Paths to Volunteering at the Binghamton AHA

Motivation for Volunteering No. Percent

Volunteer poster or brochure 0 0.0%

My employer 2 16.6%

Volunteer bureau/matching service 0 0.0%

The organization's website 0 0.0%

Through a friend, family member, colleague or other volunteer(s) 4 33.3%

Through a college/university course 1 8.3%

Decided on my own 5 41.6%

As the data in this table indicate, none of the volunteers had been motivated to


volunteer by any of the recruitment methods over which the AHA itself has any direct

control. These included (but were not limited to) such approaches as advertising through

posters or brochures or advertising on the organization’s website. This fact should be

taken into account by those employees who are responsible for volunteer recruitment. In

other words, the traditional means of communication may not be sufficient or effective

for attracting new volunteers. Appeal to altruistic motives would be the better approach.

The data presented in Table 5 below reveals that the primary reason that the

participants surveyed chose to volunteer for the AHA was because they wanted to help

others (83.3%). Again, this highlights altruistic motivation on the part of the volunteers.

In addition, over half (58.3%) also reported that they volunteered because they liked what

the AHA does. This finding indirectly suggests unselfishness and the need to help others

on the part of the organization appealed to volunteers, calling them into service.

Table 5: Reasons for Volunteering with the AHA

Reason for Volunteering with the AHA No. Percent

I have a family member with heart disease. 4 33.3% I heard good things about the AHA. 6 50% It is close to where I live. 3 25% I liked what the AHA does. 7 58.3 I wanted to get out of the house. 4 33.3% I wanted to help others. 10 83.3% It's something to do. 1 8.3%

It is important to note that respondents were encouraged to choose any and all of the


response items that applied to describing the reasons why they had chosen to volunteer

with the AHA. One sees, then, that volunteers are compelled to give of their time and

expertise because of multiple altruistically-related motivating factors.

Organization Factors Influencing Attrition

Orientation Activity/Event Organization

Three tables are included in this portion of the results to illustrate the influence of

organizational factors on attrition such as lack of orientation activity and poorly managed

event organization. In Table 6 below, the higher total score in the “Disagree” column

indicates that more than twice as many of the participants surveyed did not feel that the

AHA asked too much from them. However, half of the respondents noted that there was

little organization on major events and more than half felt that their talents and/or skills

were not well utilized.

Table 6: Organizational Factors Affecting Role and Task Clarity

Regarding Support and Org. Activity Agree Disagree

The AHA asked too much from me. 3 9

My talents or skills were not well utilized. 7 5

I had little or no idea what was expected of me. 3 9

There was little organization on a daily basis. 2 10

There was little organization on major events. 6 6

Total 21 (35.0%) 39 (65.0%)

For this item, respondents were directed to choose all of the response items that


applied to their satisfaction with respect to the support they received during their tenure

as AHA volunteers. While most participants were somewhat happy with the fact that the

AHA did not ask too much of them, the issues that stand out as areas of potential concern

are those of day-to-day organization of volunteer time and tasks, organization for major

events, and the appropriate and effective matching of volunteer skills with available

tasks.

Support and Recognition

In Table 7 below, the higher total score in the “Disagree” column (n = 30, total of

60%) indicates a low-level of satisfaction was experienced among the participants in a

number of areas with respect to support and recognition. Clearly, the data in this table are

cause for concern..

Table 7: Support and Recognition Variables

On Support and Recognition Agree Disagree

I was satisfied with the recognition that I received from staff for my volunteering efforts.

4

8

I was satisfied with the recognition that I received from clients for my volunteering efforts.

5

7

I was satisfied with the training that I received to support my volunteer efforts.

3 9

I was satisfied with how the AHA served the community. 8 4 I was satisfied with the variety of volunteer activities offered by the AHA.

4 8

Total 24 (40%) 36 (60%)

While the majority of respondents felt comfortable and confident in the services that

AHA was providing to the community at large, they generally felt that the organization

was not doing as good a job with the management and recognition of its volunteers. They


were not happy with the variety of activities offered to volunteers, they did not feel

trained adequately for the work they were asked to perform, and they were not satisfied

with the recognition they received (or, more accurately, failed to receive) from both AHA

clients and AHA staff members. The data in this table are compelling because they may

indicate a main motivating variable for volunteer attrition; indeed, such a pattern would

be consistent with the findings described in the literature review with respect to volunteer

recognition and its function as a motivating variable for continued volunteer service.

Knowledge of the AHA

In Table 8 below, the higher total score in the “Disagree” column (n = 34, 56.6%)

indicates limited or insufficient knowledge and understanding of the purposes and

functions of the American Heart Association, among the volunteers/ participants who

were surveyed.

Table 8: Volunteers’ Knowledge of the AHA

On Knowledge of the AHA Agree Disagree

I was familiar with the AHA's mission statement. 6 6 I was familiar with upper management at the office/branch where I volunteered.

3 9

I was familiar with many other volunteers who work for the AHA.

7 5

I was familiar with the annual fund-raising events sponsored by the AHA.

7 5

I was familiar with the various ways that funds are used by the AHA.

3 9

Total 26 (43.3%)

34 (56.6%)

Table 8 may represent oversights that are particular to the Binghamton AHA;


however, the literature reviewed in the second section of the present study did indicate

that volunteers who are unfamiliar with the organization’s mission, vision, goals, and

objectives are not likely to be retained over a long period of time. In addition, the less

information that volunteers have about specific outcomes of their efforts, especially with

respect to how much funds are raised and how they are used, the less likely they are to be

retained. The volunteers in this study clearly felt that they had minimal contact with

management and staff, and might have benefited from increased contact with these key

members of the organization.

Tenure Retention/Length, Future Participation

Two table are included in this section to highlight the length of volunteer tenure with

the AHA and average monthly length of volunteerism with the organization. The first of

these, Table 9 shows that almost 75% of the participants surveyed reported that they had

volunteered with the AHA for more than a month, but less than a year. None of the

participants in the present study had volunteered for a period beyond ten years.

Table 9: Length of Volunteer Tenure with the AHA

Length of volunteer tenure with the AHA No. Percent

Less than a month 0 0.0% One month 2 16.6% More than a month, but less than a year 4 33.3% One to five years 4 33.3% Six to 10 years 2 16.6% More than 10 years 0 0.0%


Table 9 presents what may be the most alarming data in this particular portion of

the study. Recall that the participants who responded to the survey and participated in the

interview were volunteers who had already chosen the path of attrition as opposed to the

path of sustained volunteer commitment. While half of the participant pool had provided

one to 10 years of service, half had terminated their volunteerism after just one year or

less of service. This table shows how acute the volunteer retention problem is, and

alludes to the specifics of the attrition problem within the organization that is the subject

of the present study.

Table 10 below shows that most (75%) of the participants surveyed volunteered

between an average of 11 and 20 hours each month or somewhere between three to five

hours a week.

Table 10: Average Monthly Volunteering at AHA

Average monthly volunteering at AHA No. Percent

Less than 10 hours 2 16.6% Between 11 and 20 hours 9 75% Between 21 and 40 hours (five to 10 hours a week) 1 8.3% Between 41 and 80 hours (10-20 hours a week) 0 0.0% More than 80 hours (more than 20 hours a week). 0 0.0% Most of the volunteers gave 20 hours or less of their time per month. While any amount

of volunteering is generally appreciated by nonprofits, the cost-benefit analysis of

recruiting and retaining volunteers who not only drop out of the organization quickly but

who give minimal amounts of time to begin with must be taken into consideration by

those employees who are charged with the responsibility of developing and maintaining


the volunteer management plan.

It is also important to mention that the majority of the volunteers had at least

some level of responsibility, whether academic or professional, during the time that they

volunteered for the Binghamton AHA. While the survey instrument did not make

provisions for determining whether retention might have been influenced by the

competition of time between volunteerism and other family and professional obligations,

this could be one reason why retention levels are not higher.

Of interest in the present study is also the information obtained from respondents

with respect to their intentions to resume their volunteer work with the organization.

Table 11 below shows that although three (25%) of the participants surveyed were

unequivocal in asserting that they would never volunteer again for the AHA, more than

50% indicated that they might one day return. Only two (16.6%) participants expressed

with certainty that they would one day return to volunteering at the organization. The

response to perhaps return, however, may have been biased in that people try to present

themselves in the best light and thus exert an effort to rationalize orjustify their actions

and confirm their good intentions.

Table 11: Intention to Resume AHA Volunteer Work

Do you intend to resume AHA volunteer work? No. Percent

Never 3 25% Maybe/Not sure 7 58.3% Yes 2 16.6%

This survey question addressed an area of volunteerism that has been not been

researched extensively, and that is the possibility that periodic, cyclical terms of


volunteerism are more conducive to volunteers’ schedules, motivations, and interests than

sustained patterns of volunteering over long periods of time. If this is, in fact, the case,

then volunteer management programs must consider how they can operate effectively

with volunteers whose habits are to cycle in and out of the organization. Such a pattern is

likely to create its own set of challenges, including how to staff the volunteer pool to

accommodate such fluctuations and how to anticipate and fulfill tasks typically

performed by volunteers when there are none or few available.

Interview Data

Overview

One of the conditions of participating in the survey was the agreement to

participate in a subsequent interview that was designed to expand on the information

derived from the survey. It was anticipated that the qualitative data derived from the

interviews would explain or otherwise provide insight regarding the quantitative results

of the survey. Every attempt was made to keep responses limited while at the same time

ensuring that they were comprehensive enough to shed some light on what motivated the

participants to join the AHA as a volunteer, as well the reasons that prompted them to

leave the AHA. Upon completion of the interviews, the researcher conducted a content

analysis of each interview to determine themes that were common among the

interviewees. These themes were sorted into categories, which are identified and

discussed in the following section below.

Themes and Categories

It is interesting to note that many of the verbal responses to questions that were

similar to the survey items were quite different from the answers that were provided in


response to the survey. The researcher acknowledges that the divergence of the data

created some theoretical and interpretive difficulties that are not easily resolved.

However, as scholars have noted, one of the benefits of an interview method is that it

permits the participant to seek clarification and elaboration on the meaning of questions,

a benefit which is not inherent to the survey method. The researcher contends that both

sets of data are valid, and rather than view them as conflicting, she considers them as

complementary.

To view the interview script and the specific percentages of responses to each part

of each question, please consult Appendices B and C. Like the survey items, interview

questions were constructed thematically and the general topics were derived from the

themes identified during the literature review process. These themes are related to the

findings reported by the AHA Binghamton volunteers. Thus the following sections relate

to and discuss altruistic motivations, personal connections to a volunteer’s mission, lack

of orientation activity to the AHA organization before beginning volunteer activities,

lack of AHA event organization, and non-appreciation of their efforts. Each of the

themes is listed below as a subheading, and beneath each theme, the researcher identifies

and remarks briefly upon the categories of responses that participants offered.

Altruistic Motivation

From the analysis of the data - and as the literature review has already established -

volunteers tended to be motivated by the sense of satisfaction and accomplishment that

they derived from knowing that they made a difference in the life and work of an

organization that provides critical services to communities and populations in need.

Considered alongside the survey data, the researcher interprets these responses to mean


that while personal satisfaction is a primary motivator for becoming a volunteer, to be

retained as a volunteer, helpers such as these needs occasional positive feedback and

reinforcement that reassures them about the tangible impact that they have on the

organization. These need not be extensive or effusive acknowledgments, but they do need

to be authentic and concrete.

Also, support was found to be important to those who have decided to volunteer,

regardless of which organization they join. While the researcher cannot assert with

confidence that family concerns were not reasons for attrition, these responses seem to

suggest that many of the volunteers in the study had the blessing of their families to

devote some of their time to volunteer activities. It is unlikely, then, that the primary

reason for discontinuing volunteer services was family-related.

Other motivational questions revealed that volunteers were motivated by altruism

and the feelings of accomplishment one experiences when one gives of oneself to others,

rather than fulfillment of any professional goals or needs. While volunteering might have

served a valuable ancillary function to someone seeking some practical, hands-on

experience in the nonprofit related field, the vast majority of the AHA volunteers were

motivated primarily, if not exclusively, by altruistic impulses.

Personal Connections to the Mission

Four interview questions supplied the data for analysis on this subject. The

majority of participants in the present study believe the AHA asked too little from them

as a volunteer (see Appendix C Survey Response percentages). All but one of the

participants who disagreed with the survey statement that the AHA asked too much from

them conceded in the interviews that they believed that the AHA asked too little from


them, which could also be interpreted as a negative response, albeit forced. Also,

respondents believe that their talents or skills were not utilized well by the AHA – that is,

they were not really addressed.

Of interest was the fact that this result did not support some of the responses made

by some of the participants in the survey, but it did reflect a generally observed trend that

the organization has not been effective, generally speaking, in matching volunteers’ skills,

talents, knowledge, and areas of expertise and ability with specific tasks and

organizational needs.

Orientation Activity/Event Organization

Problems were experienced by respondents about what was expected of them or

what their job responsibilities were. It was clear that the AHA could have done a better

job of articulating expectations and roles of volunteers. The majority simply did what

they were told or when a job or need emerged. Few received formal training to assist

them in working in various activities with the AHA, although the research literature

confirms the value of both orientation training and ongoing volunteer development

workshops and enrichment opportunities for the improvement of volunteers’ ability to

participate meaningfully in the life of the organization.

Participants were also asked what they would suggest the AHA do to motivate and

retain its volunteers more effectively. Responses were varied; however, they could be

summarized as follows:

Supervisors need to show volunteers more attention as far as helping them do

their job

Management needs to educate volunteers on important aspects of the AHA so that


they can identify better with the organization

Management needs to show volunteers that their work is important to the success

of the AHA

The responses to the above question show that volunteers clearly know and have

ideas about what organizations can do to retain them. It seems that organizations have

simply never thought to ask them for their input or expertise in their own retention.

Feedback survey forms administered on a periodic basis by any non-profit organization

would go far for identifying ways in which motivation among volunteers could be

significantly increased and volunteers could be retained for longer periods of time.

Event Organization

Some participants indicated they knew very little about the AHA's mission, vision

and programs at the time they left the organization. But they were there long enough to

discern that events were poorly organized and carried out by the organization, however.

Half of the sample population did acknowledge the fact that they were aware of the

organization’s programs and mission. Many helped create and distribute news releases,

fliers, and other promotional materials. This provided them with first-hand knowledge

about the way that the AHA organized its events and programs.

While most of the study subjects were quite familiar with AHA staff who were

associated with the work that they did, few were familiar with upper-level management

personnel. So the majority of subjects did not share their views about event organization

with staff members other than those with whom they had direct contact on a daily basis.

Subjects not only thought events were poorly managed, but they also did not know how

the AHA used the funds that it received from these events and programs. Some thought


they were used to teach the public about having a healthy heart, but they were not sure.

Only one-fourth of the sample stated that they were sure the funds were used to support

research and public programs on cardiac health.

Non-Appreciation/Lack of Recognition

A total of five questions were included in this area of concern as related to

appreciation and recognition for volunteer work. From the data analysis of these

questions it was clear that recognition was a primary and motivating factor in retention

and attrition of volunteers. Specifically, the majority of volunteers reported there was no

recognition for their respective efforts and that they were expecting praise or attention

from their supervisor. Instead, they received none, although clients were generally always

appreciative. Volunteers stated that a simply “thanks” would have been sufficient. It is

clear from these responses that the volunteers did not expect any kind of grandiose

recognition. The majority indicated that all they wanted was a simple thank-you or verbal

acknowledgement of their efforts. This is hardly too much to ask and is a simple strategy

for improving retaining rates of volunteers.

The responses to all of these questions supported the findings of the survey data.

In general, volunteers have reported feeling very underappreciated, or—at the very

least—under acknowledged, by the organization’s internal stakeholders, which refers

both to staff and to clients .

Respondents also noted that there were other AHA activities about which they

were aware and interested in participating, but were not asked to do so. Only one-fourth

of the respondents were content with the job activity they were given from the start of

their volunteer efforts. While respondents were satisfied overall with the organization’s


performance, they were less than happy about the organization’s treatment of the

volunteers. They could see how the AHA served the community in the education it

provided to the public concerning heart health, but they could not understand how the

organization treated its volunteers. These responses were fairly consistent with the survey

data. The same was found to be true. Volunteers were much more satisfied with the

services performed by the AHA as compared to the treatment of themselves as volunteers.

Knowledge of the AHA

Four questions were also asked respondents with regard to knowledge of the AHA

organization. The majority of study respondents were well aware of the organization’s

vision, mission, and programs, but were acquainted with very few members of upper-

level management. In fact, most only knew a few staff members at best. Again, it became

increasingly clear to this researcher that volunteer organizations should include as part of

their volunteer management plans increased opportunities to learn about the fundamental

characteristics of the organization, as well as the chance to get to know key stakeholders

who are internal to the organization. At the very least, volunteers should know the staff

members associated with their areas of service, and should have occasional opportunities

to meet administrators or managers.

Subjects of the present study did help with the creation and distribution of news

releases, fliers and other PR materials. Few helped recruit other volunteers. Also, few

knew about how the funds received by the AHA organization were distributed. In

summary, participants demonstrated that they knew little or nothing. The responses to the

questions are revealing because they suggest that while the volunteers might very well

have fulfilled the needs of the organization, the organization failed to fulfill their needs.


The relationship between the volunteers and the AHA did not appear to be entirely

reciprocal.

AHA Future Participation

Participants were asked before ending their interviews whether they would ever

volunteer for the AHA again. The majority agreed that they would volunteer again some

time in the future not because of the way that they were treated by staff and supervisors,

but because they believe the AHA could use their help. Many said they would consider

volunteering again some time in the future because in an overall context the AHA was a

worthwhile organization. The responses of some participants did not match their response

on the survey. In fact, two of the three participants who had initially reported that they

would never volunteer for the AHA again seemed to contradict themselves by stating that

they would definitely consider joining again. This discrepancy may be explained by a

change in the respondents’ personal circumstances between the time at which the survey

was administered and the time when the interview was conducted.


5. DATA ANALYSIS AND DISCUSSION

Introduction

The purpose of the present investigative study was two-fold: to identify the

factors that motivate Binghamton AHA volunteers to give their time; and to understand

the reasons for turnover among these volunteers. It was hope that the results of this

research and the recommendations that emerge can serve as a source of support to

administrators and managers with respect to determining what measures they can take to

sustain volunteer motivation and support, thereby retaining volunteers for more than a

year of service. The purpose of this chapter is to report and discuss the findings from the

data analysis. An initial section summarizes the key findings from the survey. The next

portion of the chapter summarizes the key findings from the interviews. In each section

each key finding is discussed in relationship to the findings from the literature review

presented in an earlier portion of this study.

Key Survey Findings: Data Analysis and Discussion

An analysis of the survey and interview results presents a number of key findings

that offer important implications for the development of strategies to attract and keep

volunteers at the AHA’s Binghamton branch. Each key finding from the survey is

discussed in relation to findings from the literature review. Survey findings are now

presented as follows:

A total of 83.3 % of the participants in the present study who were surveyed chose

to work for the AHA was because they wanted to help others. The literature

supports altruistic motivation among volunteers, although their helping behavior


is influenced by antecedent factors and by subjective experiences while

volunteering (Borass, 2003; Dolnicar & Randle, 2007; Wilson, 2000). In fact, a

major construct in the literature examining volunteer motivation is altruism.

Theories emphasizing altruism maintain that volunteers act primarily to help

others (Farmer & Fedor, 1999; Omoto, 2004).

A total of 58.3% of the participants in the present study reported that they

volunteered because they liked what the AHA does. This view is also supported in

the literature. People who become volunteers are attracted to organizations that

are believed to help people overcome health, mental, and other problems (Ellis,

1996; White, 2006).

A majority of the participants volunteered with the AHA for several months to

more than a year. The literature supports this fact as well. According to many

researchers, volunteer retention has become a significantly growing problem in

recent years (Courtney, 2001; Skoglund, 2006; Steward & Weinstein, 1997). As

noted by Skoglund (2006), experiences that are gained by volunteers during their

first six months are critical determinants of their retention .

The greatest loss of volunteers occurs during this period. Volunteers start

their service in a honeymoon stage composed of euphoria…and eagerness

to give of themselves. Upon gaining some experience, volunteers regress...

The idealism motivating their initial endeavor has now dissipated…[when

they] realize they are not able to accomplish what they had initially

anticipated or the organization does not represent the values or issues they

originally thought” (p. 217).


None volunteered for a period beyond two years. The literature supporting this

key finding is included in the previous key finding discussion.

A majority of the participants volunteered between 11 and 20 hours a month or

approximately three to five hours a week. The literature varies in this respect.

Number of hours and times donated by volunteers are dependent upon their

choice of organization in which they have volunteered, the available tasks of the

NPO and its mission (Allahyari, 2000; Brown, 1999)

More than half of the participants indicated that they might one day return to

volunteering with AHA.

A majority of the participants experienced a low-level of satisfaction in areas that

are central to morale and motivation. Morale and motivation are strongly

connected in the literature on volunteerism as well. The most important motivator

of volunteerism, according to Schondel and Boehm (2000) is the feeling of

satisfaction derived from helping others and being involved in activities that help

others overcome a problem or resolve difficulties. From the findings of Omoto,

Snyder and Martino (2000), older volunteers tend to be motivated by service or

community obligation concerns whereas younger volunteers are motivated by

satisfactions with interpersonal relationships. Benefits relative to commitment and

changes in self esteem influence retention among volunteers

A majority of the participants reported limited or insufficient knowledge and

understanding of the American Heart Association, its purpose and its functions. In

describing the nature of the nonprofit sector, Ott (2001) agrees that too few

volunteers understand the organizations to which they have established an


affiliation, but only briefly touches on this subject. Courtney (20001) suggests

that volunteers be subjected to a training and orientation process as one of many

strategic management approaches for voluntary nonprofit organizations.

Key Interview Findings: Data Analysis and Discussion

As previously noted, interviews were conducted with 12 former volunteers for the

American Heart Association. Key findings from the interviews may now be summarized

as follows:

• Again, participants acknowledged their altruistic motivations for choosing the

nonprofit organization. Literature support was the same as was discussed under

key survey findings.

Participants generally felt that there is inadequate identification and/or use of

volunteer talents and skills. Many researchers have supported this finding.

Skoglund (2006), for example, noted this same phenomenon among volunteers for

the Caring Hearts bereavement program administered at a military hospital in

Texas. Stewart and Weinstein (1997) reported similar findings among volunteers

associated with three AIDS organizations as did Farmer and Fedor (1999)..

Participants report feeling insufficient support in terms of job clarification and

training. Skoglund (3006) reported the same feelings among the Caring A Hearts

bereavement program volunteers. The volunteers felt the organization could have

provided more attention to ongoing training and professional development. A two-

day training course was not adequate for the work involved.

Participants notice a lack of recognition for volunteer efforts. One of the strategic


management considerations discussed in Courtney’s (2001) book centered on the

need for nonprofit organizations to recognize volunteer efforts. Much literature

supports the need for a concerted effort on the part of the nonprofit organization

to recognize and reward its volunteers in order to significantly reduce volunteer

attrition and turnover (Schondel & Boehm, 2000; Ralston et al., 2005; Stewart &

Weinstein, 1997).

Participants report a lack of familiarity with all levels of staff. No literature

reviewed at the present time specifically focused on the need for volunteer

familiarity with all levels of staff, although various reports and documents alluded

indirectly to the need for this type of interpersonal interaction in the retention of

the volunteers.

Participants indicate a lack of awareness and understanding of the organization’s

purpose and activities. Knowledge of the organization’s mission, goals, programs,

and processes is essential to increase volunteer retention. Disinterest follows

among those who are not provided such an awareness and understanding after the

“honeymoon” phase of volunteering has worn off. The more volunteers know

about their organization the more involved they become and they more they are

interested in their work for that organization, according to Dolnicar and Randloe

(2007), Farner and Fedor (1999), and White (2006). .

Section Summary

This section has summarized the key findings from administration of a survey and

interviews to persons who have previously seved as volunteers for the American Heart

Association. Each key finding has been discussed in relationship to findings from the


literature review. In the next portion of the study, the researcher concludes with a set of

recommendations based on the integration of insights gleaned from the literature review

and the feedback provided by the study participants during the survey and interview

phases of the research study.


6. CONCLUSIONS AND RECOMMENDATIONS

Introduction

Previous portions of the present study have introducted the problem of concern,

reviewed the literature pertinent to the major variables of the study, described the

methodology employed by this researcher to collect the data, and analyzed the data.

Findings have also been reported. The purpose of this portion of the investigation is to

bring together these separate section parts into a unified whole. An initial section of this

portion of the study thus provides the conclusions. Recommendations follow.

Conclusions

As the previous portions of the present study documented, the results of this study

revealed some interesting facts about why the purposive sample of individuals selected

for participation in the study were prompted to volunteer with the AHA and why they

joined. Although the participants were never asked to state directly why they left the

AHA, the questions in the survey as well as the interview were designed to elicit those

reasons. According to the findings, the study participants were initially strongly

motivated to join the AHA as volunteers. As their involvement with the organization

increased, however, their motivation began to taper off. Because volunteers were not

proactive in reaching out to the organization to clarify any questions, articulate any

concerns, and identify their own needs they chose instead to decrease their involvement

or to drop out of volunteering altogether. Had management been more aware of

volunteers’ needs, it is likely that these cases of attrition could have been avoided through

some relatively simple forms of intervention.


Recommendations

Thus, based on the findings of the study, the researcher offers the Binghamton

AHA management a set of recommendations to improve volunteer retention. These

recommendations have been developed based on the integration of the best practices

identified by the literature review and the anecdotal experiences shared with the

researcher by those volunteers who participated in the study.

1. Management personnel of the American Heart Association should first screen

prospective volunteers to determine if service within the AHA will be

meaningful to them and useful to the organization as a whole. The screening

process can also be used to determine what skills and abilities the volunteers

have and what is still needed in the way of training and development. The

AHA should also develop organizational policies that support the training of

volunteers on important aspects of the organization, including but not limited

to its mission, its vision, its major fund raising events, and how funds are used

by the organization to achieve its goals and objectives.

2. AHA management should also develop and implementation both an

orientation program and a training program for new volunteers that both

identify and improve on the talents and skills of volunteers, with the goal of

more effectively placing them where their talents and skills will be most

useful.

3. It is also recommended by this researcher hat AHA management develop a

survey instrument that will provide them feedback on the performance of their

volunteer staff as well as their needs and motivations. This survey should be


conducted on a scheduled periodic basis to provide timely information to

AHA management.

4. Finally, and of the greatest importance, is the recommendation by this

researcher that AHA publicly acknowledge volunteer efforts. This is a critical

variable that significantly impacts volunteer retention and attrition.

Recognition would serve to further motivate volunteers and reinforce their

feelings of satisfaction. Indeed, AHA could develop and implement some form

of non-fiscal reward system for volunteers that will work to meet their desire

for recognition of their efforts or confirmation of their achievements.


APPENDIX A: AMERICAN HEART ASSOCIATION VOLUNTEER SURVEY

Please do not sign your name to this survey. All information collected will remain anonymous with regard to where it came from and by whom it was provided. The survey is designed to support the AHA in better understanding its volunteers and how to make their efforts more rewarding. 1. __Your age 2. __Your Gender (M or F) 3. How were you led to volunteer with the AHA? __ volunteer poster or brochure __ my employer __ volunteer bureau/matching service __ the organization's website __ through a friend, family member, colleague or other volunteer(s) __ through a college/university course __ decided on my own __ no answer 4. Why did you choose to work for the AHA? (check all that are appropriate) __ I have a family member with heart disease __ I heard good things about the AHA __ It is close to where I live __ I liked what the AHA does __ I wanted to get out of the house __ I wanted to help others __ It's something to do 5. How long did you volunteer with the AHA? __ less than a month __ more than a month, but less than a year __ one to five years __ six to 10 years __ more than 10 years 6. Approximately how many hours did you volunteer at the AHA in an average month? __ Less than 10 hours __ Between 11 and 20 hours __ Between 21 and 40 hours (5-10 hours a week) __ Between 41 and 80 hours (10-20 hours a week)


__ More than 80 hours (more than 20 hours a week) 7. What was your position beyond volunteering for the AHA? __ Retired __ Student __ Employed full-time __ Employed part-time __ Unemployed __ Unemployed looking for work __ Self-employed 8. Will you ever volunteer for the AHA again? __ Never __ Maybe/Not sure __ Yes

Please rate the following statements 1=Agree 2=Disagree

On Support

1. The AHA asked too much from me__ 2. My talents or skills were not well utilized__ 3. I had little or no idea what was expected of me__ 4. There was little organization on a daily basis__ 5. There was little organization on major events__

On Satisfaction and Recognition

1. I was satisfied with the recognition that I received from staff for my volunteering efforts__ 2. I was satisfied with the recognition that I received from management for my volunteering efforts__ 3. I was satisfied with the training that I received to support my volunteer efforts__ 4. I was satisfied with how the AHA served the community__ 5. I was satisfied with the variety of volunteer activities offered by the AHA__

On Knowledge of the AHA

1. I was familiar with the AHA's mission statement__ 2. I was familiar with upper management at the office/branch where I volunteered__ 3. I was familiar with many other volunteers who work for the AHA__ 4. I was familiar with the annual fund-raising events sponsored by the AHA__ 5. I was familiar with the various ways that funds are used by the AHA__


APPENDIX B: INTERVIEW QUESTIONS

On Motivation

1. What motivated you to volunteer for the AHA? 2. Were friends and/or family supportive of your decision to volunteer? 3. Were any personal goals or needs met by volunteering with the AHA? 4. Were any professional goals or needs met by volunteering with the AHA?

On Support

1. Do you think that the AHA asked too little or too much from you as a volunteer? 2. How well do you think your talents or skills were utilized at the AHA? 3. How well did you know what was expected of you or what your job responsibilities were? 4. Were you offered training to support you work in various activities with the AHA?

On Recognition

1. What kind of recognition did you receive from staff for your volunteering efforts? What kind of recognition did you expect? 2. What kind of recognition did you receive from clients for your volunteering efforts? What kind of recognition did you expect? 3. Was there a sufficient number or variety of volunteer activities offered by the AHA to keep you interested? 4. Were you able to see if or how the AHA directly served the community?


1. How much and what did you know about the AHA's mission, vision and programs? 2. Tell me about how familiar you were with the staff members and management at the AHA? 3. What were some of the activities or programs that you participated in? 4. What do you know about how the AHA used the funds that it receives? Closing questions: 1. Will you ever volunteer for the AHA again, why or why not? 2. What would you suggest the AHA could or should do to more effectively motivate and retain its volunteers?


APPENDIX C: INTERVIEW RESPONSES

On Motivation

1. What motivated you to volunteer for the AHA?

personal satisfaction (66.6%)

interest in the organization (58.3%)

solution to boredom (41.6%)

sense of accomplishment (33.3%)

2. Were friends and/or family supportive of your decision to volunteer?

family believes volunteering is fun/beneficial (66.6%)

friend(s) already volunteering encouraged joining (33.3%)

family sees volunteering as a way to give back to AHA (33.3%)

3. Were any personal goals or needs met by volunteering with the AHA?

volunteering helped me achieve the personal goal of helping others (66.6%)

volunteering met my personal need to stay busy (58.3%)

volunteering met my personal need to feel worthwhile (41.6%)

volunteering was directed more at helping the AHA meet its needs and not my

personal needs (25%)

4. Were any professional goals or needs met by volunteering with the AHA?

volunteering had little to do with professional goals (83.3%)

I'm considering a career in health care education (8.3%)

volunteering at AHA offered clinical experience in NPO management (8.3%)

On Support

1. Do you think that the AHA asked too little or too much from you as a volunteer?


I think that the AHA asked too little from me (58.3%).

I think that the AHA asked too much from me (33.3%).

2. How well do you think your talents or skills were utilized at the AHA?

not very well; my talents and skills were not addressed (41.6%)

fairly well; I just did what I was asked (33.3%)

very well; after I explained what my talents and/or skills were (25%)

3. How well did you know what was expected of you or what your job responsibilities

were?

I was told what to do as a job or needs emerged (41.6%)

I never fulfilled a regular task or job at the AHA (33.3%)

job clarification was really not necessary (25%)

4. Were you offered training to support you work in various activities with the AHA?

I received no formal training to assist me in working in various activities with the

AHA (50%)

I learned as I went along (25%)

I was briefed at least a few times on what I was supposed to do (25%)

On Recognition

1a. What kind of recognition did you receive from staff for your volunteering efforts?

There was no recognition (66.6%)

Staff usually praised me for a job well done (33.3%)

1b. What kind of recognition did you expect?

praise or attention from supervisor (58.3%)

praise or attention from staff (25%)


a job with more responsibility (16.6%)

2a. What kind of recognition did you receive from clients for your volunteering efforts?

There was no recognition (58.3%)

Clients were generally always appreciative (41.6%)

2b. What kind of recognition did you expect

A thanks would be nice (58.3%)

Appreciation of my efforts is more than enough (41.6%)

3. Was there a sufficient number or variety of volunteer activities offered by the AHA to

keep you interested?”

I was aware of the work I did and that was about it (41.6%)

There were other activities that I knew about but I was not asked to participate

(33.3%)

I was content with the job/activity I was given from the start (25%)

4. Were you able to see if or how the AHA directly served the community?

I could see how the AHA served the community in the education it provided to the

public concerning heart health (41.6%)

I could see direct support to the community in the preventive services the AHA

provided (25%)

I was never clear on how our branch served the local community (33.3%).


1. How much and what did you know about the AHA's mission, vision and programs?

I knew very little about the AHA's mission, vision and programs at the time I left

the organization (16.6%)


I learned something about the AHA's mission, vision and programs over the

period I worked with the organization (33.3%).

I was well aware of the organization's mission, vision and programs (50%)

2. Explain how familiar you were with the staff members and management at the AHA?

I knew a few staff members but few members of upper-level management (58.3%)

I knew all the staff associated with the work that I did (25%)

I was quite familiar with all staff, as well as upper management and some board

members (16.6%)

3. What were some of the activities or programs that you participated in?

• I helped create and distribute new releases, fliers, and other PR materials (50%)

I helped with clerical work at the AHA (33.3%)

I helped with organizing fund raising events (16.6%)

I helped recruit other volunteers (8.3%)

4. What do you know about how the AHA used the funds that it receives?

I do not know (41.6%)

I think they are used to teach the public about having a healthy heart (33.3%)

I am sure that they are used to support research and public programs on cardiac

health (25%)

Closing Questions

1. Will you ever volunteer for the AHA again, why or why not?

I will definitely volunteer again some time in the future because I believe that the

AHA could use my help (58.3%).

I will consider volunteering again some time in the future because the AHA is a


worthwhile organization (33.3%).

I will not volunteer with the AHA again because I just don't have the time (8.3%).

2. What would you suggest the AHA could or should do to more effectively motivate and

retain its volunteers?

Supervisors need to show volunteers more attention as far as helping them do

their job (41.6%)

Management needs to educate volunteers on important aspects of the AHA so that

they can identify better with the organization (66.6%)

Management needs to show volunteers that their work is important to the success

of the AHA (83.3%)


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