Johari window model - helpful for personal awareness and group relationships

2003 - (Gaskin) A choice blend. What volunteers want from organisation and management At a time of fundamental change in social and demographic trends, volunteer-involving organisations are trying to discover how they can continue to attract people to volunteer and to keep them over time. This report looks mainly at volunteers’ views of their management at a time when it professionalization and formalisation is becoming the dominant management practice. The method was to draw on published research on the subject and 3 focus groups were convened to examine the experiences of current volunteers. Focus groups involved twenty seven current volunteers made up of ten young people (under 25) five retired people and eleven people of mixed ages. The research identified a progressive four stage model of volunteer involvement with eight key pressure points. The four stages are: the non-volunteer, the starter, the doer and the stayer.

2001 - (Gaskin) Effective organisation and management of public sector volunteer workers: Police Special Constables Author(s): Kevin Gaston (Manchester Business School, Manchester University, Manchester, UK) Jackie A. Alexander (Chief Inspector, Nottinghamshire Police, Nottingham, UK) Citation: Kevin Gaston, Jackie A. Downloads: The fulltext of this document has been downloaded 2446 times since 2006 Abstract: Increasing numbers of people internationally are volunteering their time and expertise to a wide range of public sector and not‐for‐profit organisations. Keywords: Police administration, Voluntary work, Police, Public sector management, Training Type: Publisher: MCB UP Ltd 2003 - (Locke et al) Hold on to what you’ve got: the volunteer retention literature This article, based on a review of the literature on volunteer retention, finds many areas of disagreement among researchers about the factors that cause people to remain as volunteers. The section on ‘personal factors and life events’ suggests that changes in personal circumstances may cause people to leave volunteering and that domestic stability may cause them to stay, but is unable to give a clear answer on the part played by people’s demographic profiles or by their personalities, attitudes and religious beliefs. In the same way, the section on ‘organisations and contexts’ suggests that poor management may cause volunteers to leave organisations and that management which is ‘explicit, developmental, supportive and appreciative’ may encourage them to stay, but is forced to point out that the evidence on the influence of the motivation, commitment and satisfaction of the individual volunteer on retention is as yet inconclusive.

2010 - (Smith & Cordery) What Works? A Systematic Review of Research and Evaluation Literature on Encouragement and Support of Volunteering The Department of Internal Affairs commissioned this systematic literature review to assist the Lottery Grants Board and its distribution committees to make distribution decisions that are evidence-based, and to focus on the most effective interventions. This literature review summarises academic and practitioner research and evaluation from New Zealand and overseas – mostly Australia, the United Kingdom and the United States – on what works to encourage participation in volunteering and to support the management of volunteers. This literature review focuses on what works for managing formal volunteering carried out through the structure of an organization. This is a ‘workplace’ model for involving and managing volunteers, but it recognises that there is a diversity of volunteers and voluntary organisations. Over 1 million New Zealanders participate in volunteering and the government’s vision is that citizens will actively volunteer, be supported and valued.