Previous studies focused on the main factors of volunteer’s satisfaction and how the organizations can influence it. This paper set out what drives volunteer’s satisfaction and in which ways can individuals benefit from it. The authors implemented the ground theory to approach this problem. They conducted qualitative research and collected data from thirty-two (32) volunteers through a survey. Then, ten selected respondents passed systematic interviews. The survey was designed in French and English to reach the maximum of volunteers. The Volunteer’s Satisfaction index inspired the design of the survey, which aim to measure the outcomes of volunteering experiences. The interviews lasted forty-five (45) minutes on average and designed to support and elaborate on the survey’s responses. Results showed that diverse elements affect the volunteer’s satisfaction. The study ranged these statements into four main categories: Support and Guidelines provided by the organization; Social integration and colleagues support; Sense of achievement and skills learned, and Rewards and Attention received. These are the four primary sources of volunteer’s satisfaction highlighted by our respondents. Volunteers can benefit from it by embracing the guidelines and ask for definite objectives in their missions. Seek social interactions and bond with other volunteers, reach their objectives and take every opportunity to exploit or learn skills and share their experiences and accept the recognition. Thus, the findings identified volunteer’s satisfaction drivers and the control of these elements by volunteers. At the end of the paper, contributions for future volunteers, limitations and directions for future research are discussed.

Voluntary turnover rates among truckload carriers are extremely high, ranging from 50% to more than 100% annually (Griffin & Kalnbach, 2002), furthermore, long-haul truck drivers operate in a stressor-filled environment, which exerts enormous adverse influence not only their well-being but also on their intent to quit. This study explores the relational aspects of the driver's work environment to highlight how the relationships that a driver has with their organization, supervisor, and dispatcher can explain turnover and job-induced tension. Drawing on Social Exchange Theory, Conservation of Resources Theory, and concepts from Hirschman's (1970) theoretical framework of Exit, Voice, and Loyalty, this study hypothesized that Perceived Organizational Support (POS) and Leader-Member Exchange (LMX) have a negative relationship with turnover and job-induced tension and that this relationship is moderated by the dispatchers' sensitivity to voice. Further, this moderation was argued to be mediated by the dispatchers' responsiveness. A modified model, that retains the original theoretical framework, was tested after a number of measurement issues were uncovered. The modified model collapses dispatcher sensitivity to voice and dispatcher responsiveness into one composite variable, dispatcher communication effectiveness. Dispatcher communication effectiveness was hypothesized to moderate the relationships between POS, LMX, turnover, and job-induced tension. The hypotheses were tested in a sample of 166 truck drivers and findings indicate the POS and LMX were directly related to job-induced tension but these same predictor variables were unrelated to turnover. There was marginal support for the buffering effects of dispatcher communication effectiveness on the relationship between LMX and job-induced tension. These findings contribute to the knowledge about the role of POS and LMX on job-induced tension while uncovering the important dynamics in play between a driver and their dispatcher. The theoretical and practical implications of the study are discussed.