Tyrimo objektas – savanorių išlaikymo valdymo vertinimas. Probleminis klausimas – kaip turėtų būti vykdomas ir vertinamas sporto organizacijos savanorių išlaikymo valdymas? Tyrimo tikslas – įvertinti sporto organizacijos savanorių išlaikymo valdymą. Tyrimo uždaviniai: 1. Apibrėžti savanorio ir savanorystės sampratą bei reikšmę sporto sektoriuje. 2. Atskleisti valdymo sampratos modernioje vadybos teorijoje sąsajas su savanorystės valdymo principais. 3. Remiantis moksliniais literatūros šaltiniais sukurti teorinį sporto organizacijos savanorių išlaikymo valdymo vertinimo modelį. 4. Empiriškai patikrinti sukurtą sporto organizacijos savanorių išlaikymo valdymo vertinimo modelį. Tyrimo metodai: • Mokslinės literatūros analizė. • Anketinė apklausa. • Matematinė analizė. Darbo apimtis – 47 puslapiai. Darbe panaudotos 2 formulės, 3 lentelės, 28 paveikslai, 1 priedas ir 47 literatūros šaltiniai. Išvados: 1. Savanoriams priskiriami asmenys, laisva valia atliekantys naudingą darbą visuomenei, negaudami už tai piniginio atlygio. Savanorystė susijusi su plataus spektro, laiko sąnaudų reikalaujančia neapmokama veikla, kurios tikslai susiję su pagalba organizacijai, bendruomenei ar visuomenei. Savanorystė labai svarbi sporto sektoriuje, nes ji yra pagrindinis didžiausių sporto renginių įgyvendinimo elementas; nevyriausybinėse organizacijose savanorystė yra pagrindinė darbo jėga. 2. Klasikinėje teorijoje valdymas susideda iš tokių principų, kaip planavimas ir sprendimų priėmimas... [toliau žr. visą tekstą] / -.

Diese Arbeit untersucht, was passiert, wenn in Non-Profit-Organisation (NPO) der Anspruch des Bürgerschaftlichen Engagements auf Praktiken des Freiwilligenmanagements trifft. Ausgangspunkt dieser Fragestellung ist eine doppelte Diagnose: Zum einen setzen NPOs aufgrund mehrerer Faktoren - u.a. Ressourcenknappheit, Wettbewerb und Nachahmungseffekten – vermehrt auf Freiwilligenmanagement. Mit dieser von der BWL inspirierten, aber für NPO entwickelten Personalführungsmethode wollen sie mehr und bessere Freiwillige gewinnen und deren Einsatz effizienter strukturieren. Zum anderen haben sich gleichzeitig viele NPO dem Ziel des bürgerschaftlichen Engagements verschrieben. Damit reagieren sie auf den aus Politik und Wissenschaft zu vernehmenden Anspruch, die Zivilgesellschaft möge die knappen Kassen der öffentlichen Hand kompensieren und das wachsende Partizipationsbedürfnis weiter Teile der Bevölkerung durch eine neue Kultur der Teilhabe der Bürgerinnen und Bürger befriedigen. Bei näherer Betrachtung zeigt sich jedoch: Während Freiwilligenmanagement einer ökonomischen Handlungslogik folgt, ist bürgerschaftliches Engagement Ausdruck einer Handlungslogik der Zivilgesellschaft. Beide sind unter gegenwärtigen Bedingungen weder theoretisch noch praktisch miteinander vereinbar. Um beide Entwicklungen miteinander zu versöhnen, muss Freiwilligenmanagement unter dem Banner des Bürgerschaftlichen neu gedacht werden. Dieses Argument unterfüttert die Arbeit sowohl theoretisch und empirisch. Der Theorieteil gliedert sich in drei Teile. Zunächst wird der Begriff der NPO näher eingegrenzt. Dazu wird die bestehende Literatur zum Dritten Sektor und Non-Profit-Organisationen zu einem operationalisierbaren Begriff von NPO kondensiert. Daran anschließend werden aktuelle Trends im Feld der NPO identifiziert, die zeigen, dass NPO tatsächlich oft von widerstreitenden Handlungslogiken gekennzeichnet sind, darunter eine ökonomische und eine bürgerschaftliche. Die beiden folgenden Kapitel untersuchen dann jeweils eine der beiden Logiken. Zunächst wird das Leitbild des bürgerschaftlichen Engagements als Ausdruck einer zivilgesellschaftlichen Handlungslogik näher definiert. Dabei zeigt sich, dass dieser Begriff oft sehr unscharf verwendet wird. Daher greift die Arbeit auf die politiktheoretische Diskussion um Zivil- und Bürgergesellschaft auf und schmiedet daraus eine qualifizierte Definition von bürgerschaftlichem Engagement, die sich maßgeblich am Ideal von gesellschaftlich-politischer Partizipation und bürgerschaftlicher Kompetenz orientiert. Dem wird im dritten und letzten Kapitel des Theorieteils die ökonomische Handlungslogik in Form der Theorie des Freiwilligenmanagements gegenübergestellt. Bei der Darstellung zeigt sich schnell, dass dessen Grundprinzipien – anders als oft vorgebracht – mit den qualifizierten Idealen von Partizipation und Konkurrenz im Konflikt stehen. In der empirischen Analyse wird dann in den 8 Interviews den Widersprüchen zwischen bürgerschaftlichem Engagement und Freiwilligenmanagement in der Praxis nachgegangen. Die Ergebnisse dieser Untersuchung lassen sich in 5 Punkten zusammenfassen: 1. Freiwilligenmanagement orientiert sich erstens im wesentlichen an einer Zahl: Dem Zugewinn oder Verlust von freiwilliger Arbeit. 2. Freiwilligenmanagement installiert ein umfassendes System der Selektion von „passenden“ Freiwilligen. 3. Positiv hervorzuheben ist die institutionalisierte Ansprechbarkeit, die im Rahmen von Freiwilligenmanagement in NPO Einzug erhält. 4. Freiwilligenmanagement ist eng mit dem Anspruch verbunden, die Arbeit der Freiwilligen zu kontrollieren. Der Eigensinn des Engagements, die Notwendigkeit von Spielräumen, die Möglichkeit des Ausprobierens oder der Anspruch der Freiwilligen, an Entscheidungen zu partizipieren bzw. gar selbstorganisiert und -verantwortlich zu handeln, rückt dabei in den Hintergrund. 5. In den Interviews wird eine starke Ökonomisierung des Engagements sichtbar. Freiwillige werden als Ressource betrachtet, ihr Engagement als „Zeitspende“ statistisch erfasst, ihre (Dienst-)Leistung monetär bewertet. Im Zuge dessen erhält auch der Managerialism verstärkt Einfluss auf die Arbeit in NPO und begründet ein stark hierarchisches Verhältnis: Während die Freiwilligenmangerin aktiv handelt, wird die freiwillig Engagierte zum Objekt von Management-Techniken. Dass dies dem Anspruch der Partizipation entgegenläuft, ergibt sich dabei von selbst. Angesichts dieser Diagnose, dass real-existierendes Freiwilligenmanagement nicht mit dem Ideal des bürgerschaftlichen Engagement im engeren Sinne zusammenpasst, formuliert das Fazit Vorschläge für ein bürgerschaftlich orientiertes, engagement-sensibles Freiwilligenmanagement. / This thesis examines what happens when the claim of civic engagement meets the practice of volunteer management. The starting point for this analysis is a dual diagnosis in non-profit organizations (NPO): First, due to several factors (resource scarcity, competition and imitation effects and others) NPOs increasingly employ techniques of volunteer management. Inspired by business administration, but adapted to NPO, this personnel management method promises to acquire more and better volunteers and restructure their work more efficiently. At the same time, many NPOs subscribe to the goal of civic engagement. They respond to the public claim that civil society should compensate for the tight budgets of the public sector and to the idea that there is a demand for increasing participation within the civil society that needs to be satisfied. The in-depth analysis of both concepts reveals: While volunteer management follows an economic logic of action, civic engagement reflects a logic of action that has its origins in the ideals of the civil society. Both are neither theoretically nor practically compatible with one another under present conditions in nonprofit organizations. In order to reconcile both developments, volunteer management needs to be rethought under the banner of the Civic (Civic Culture). The thesis underpins this argument both theoretically and empirically. The theoretical part is divided into three parts. First, the concept of NPO is explored. For this purpose, the existing literature on the third sector and non-profit organizations is condensed into an operationalized concept of NPO. Subsequently, current trends in the field of NPOs are identified, showing that NPO are actually often characterized by conflicting logics of action, including an economic and a civic. The following two chapters then examine each of these two logics. First, the model of civic engagement is further defined as an expression of the civic action logic. It turns out that this term is often used in a very blurred way. Therefore, the work draws on the theoretical discussion of civil politics and civil society, merging it into a qualified definition of civic engagement, focusing on the ideal of social and political participation and civic competence. The third chapter contrasts this civic logic with the economic logic of action in the form of volunteer management. It is shown that its basic principles - other than often argued - conflict with the ideal of participation. The empirical analysis then draws on 8 interviews to elucidate the contradictions between civic engagement and volunteer management in practice. The results of this study can be summarized in five points: 1. Volunteer management focus mostly on the gain or loss of voluntary work. 2. Volunteer management installs a comprehensive system of selection which seeks to match vorlunteers with the goals of the organization. Among other "interviews" and training are used to screen out those volunteers that do not fit into the organization. Notwithstanding, though, these decisions are not based on professional criteria, but on an elaborate set of criteria for „feeling cosy". 3. On the positive side stands institutionalized responsiveness, which surfaces as an effect of volunteer management in NPOs. 4. Volunteer management is closely connected to the aim of controlling the work of volunteers. This is also reflected in the practice of NPO. Volunteers are committed in contracts to show binding and predictable behavior. And they are administered as part of a personnel management. This hinders the obstinacy of commitment, the necessity of leeway, the possibility of trying out, or the volunteers’ demand to participate in decisions and to act even self-organized and self-responsible. 5. The interviews show a strong economization of commitment. Volunteers are viewed as a resource. Their commitment is statistically recorded as "time donation", their (business) performance is measured in monetary terms. NPOs that use volunteer management are also often marked by a growing managerialism which establishes a strong hierarchical relationship: While the volunteer manager is active, the volunteer is the object of management techniques. This is the opposite of the idea of participation. Given this diagnosis, it becomes apparent that existing volunteer management does not match the ideal of civic engagement in the narrower sense. The conclusion formulated proposals for a citizen-oriented, engagement-sensitive volunteer management.

p. 1-165 / Submitted by Santiago Fabio (fabio.ssantiago@hotmail.com) on 2013-03-20T19:32:36Z No. of bitstreams: 2 rsrsrsrs01.pdf: 161430 bytes, checksum: 0124bfe55f4cfdcb3297fd09e847b504 (MD5) rsrsrsrsrsr02.pdf: 1609851 bytes, checksum: 6a7663564c1866dbe4cd5954a9bb55a7 (MD5) / Approved for entry into archive by Tatiana Lima(tatianasl@ufba.br) on 2013-05-21T17:44:19Z (GMT) No. of bitstreams: 2 rsrsrsrs01.pdf: 161430 bytes, checksum: 0124bfe55f4cfdcb3297fd09e847b504 (MD5) rsrsrsrsrsr02.pdf: 1609851 bytes, checksum: 6a7663564c1866dbe4cd5954a9bb55a7 (MD5) / Made available in DSpace on 2013-05-21T17:44:19Z (GMT). No. of bitstreams: 2 rsrsrsrs01.pdf: 161430 bytes, checksum: 0124bfe55f4cfdcb3297fd09e847b504 (MD5) rsrsrsrsrsr02.pdf: 1609851 bytes, checksum: 6a7663564c1866dbe4cd5954a9bb55a7 (MD5) Previous issue date: 2004 / Este trabalho discute a gestão do voluntariado em organizações do terceiro Setor, utilizandose como unidade de análise as Obras Sociais Irmã Dulce - OSID. Uma instituição de grande porte, profissionalizada, que ao longo dos anos tornou-se respeitada e conhecida pelos feitos de sua fundadora e pelos serviços gratuitamente prestados à população carente nas áreas de saúde, assistência social e educação. A partir da construção de um estudo de caso e da Observação Participante, como principal instrumento de pesquisa, buscou-se entender como se deu a evolução do trabalho voluntário na OSID e de que forma se estabelece a atual interface entre as políticas e práticas de gestão do voluntariado e a própria dinâmica deste trabalho na organização. Desta maneira, foi possível discutir a problemática do voluntariado e refletir sobre outros aspectos importantes que permeiam o atual debate sobre a profissionalização do trabalho voluntário e o seu papel nas organizações do terceiro setor. Para responder ao referido intuito deste trabalho, amparou-se na perspectiva da Dádiva, em seu sentido antropológico e sociológico, onde foi possível discutir, sob um olhar mais crítico e ampliado, o fenômeno do trabalho voluntário e sua gestão. Considera-se, em particular, o debate teórico sobre a Dádiva Maussiana, desenvolvido por um conjunto de intelectuais integrantes da Revista do MAUSS (Mouvement Anti-Utilitariste dans les Sciences Sociales - Movimento Anti-Utilitarista nas Ciências Sociais).Verificou-se que este trabalho voluntário foi inicialmente marcado pelo apoio de profissionais da área de saúde como médicos e enfermeiras que realizavam um trabalho em parceria com a freira Irmã Dulce, no atendimento aos doentes que ela recolhia. No período em que as Obras foram dirigidas pela freira, profissionais remunerados e voluntários conviviam e se misturavam nas atribuições. Com o comprometimento da saúde de Irmã Dulce e a impossibilidade em continuar a administração das Obras, inicia-se em 1989 o processo de profissionalização. Neste período, há um enfraquecimento do trabalho voluntário e a proibição da atuação profissional de pessoas da área de saúde como voluntárias. Somente poucos voluntários persistem num trabalho silencioso e individualizado nas Obras, permanecendo assim por quase uma década. Somente no ano de 2001 este trabalho é retomado com uma nova gestão, comprometida em resgatar o voluntariado com a proposta de preservar a memória da fundadora, divulgando sua missão, e como uma maneira de humanizar os serviços prestados pela organização. Apesar da profissionalização das Obras, este trabalho voluntário não se sustenta por uma gestão profissionalizada, muito menos por um trabalho profissionalizado que atenda a exigências de qualificação e desempenho. Este voluntariado, que também sofre mudanças em seu perfil, atua principalmente em atividades de cunho social. Evidenciou-se na dinâmica deste trabalho a presença de elementos simbólicos e a importância da busca e dos esforços pela manutenção dos vínculos que estes voluntários estabeleciam com os demais atores. O seu atual gerenciamento, por sua vez, vem sendo construído através de relações de pessoalidade e apresentando lacunas significativas em sua interface com o voluntariado. / Salvador

The thesis deals with volunteering in social services. The aim of the work is to suggest a comprehensive set of managerial activities based on identified good practices, which leads to the improvement of work with volunteers in the program "Pět P" in Jindrichuv Hradec, in the area of recruiting the volunteers, managing their activities, monitoring, evaluation, motivation and public relations. The thesis follows activities of non-profit organizations by virtue of which concentrates on the work of volunteers dealing with handicapped children and juveniles. Using the method of benchmarking investigation seeks to streamline management activities of the organization. The outcome of this work is to create custom draft measure, which is focusing on implementation of new methods related to the increase of volunteers in the program "Pět P" in Jindrichuv Hradec.

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.

Nonprofit organizations rely upon volunteers to assist in achieving their mission and reaching strategic operational goals. As the volunteer population in the United States has decreased, nonprofit organizations are challenged to recruit and retain volunteers. To improve operational efficiencies in nonprofit volunteer management, organizations need to implement more effective strategies to assign roles to volunteers and develop a better understanding of how those roles fit into volunteers' lives and the value systems of individual volunteers. The functional theory of volunteer behavior characterizes the values, understanding, social, career, protective, and enhancement functions as they relate to an individual's motivation for volunteering. To investigate how active volunteer demographics related to self-reported ratings of personal and social motivational functions, a multivariate analysis of variance, with designated follow-up post hoc tests, was used to address the research questions and associated hypotheses to provide a basis to make comparative statistical analysis to determine volunteer needs, values, and purpose based on age cohort, sex, race/ethnicity, and socioeconomic status. It was found that the functional aspect, career, was a significant determinate when focused on the demographics of age, gender, and socioeconomic status. Additionally, an interaction emerged with sex and age with career, social, understanding, and enhancement functional aspects. The results of the study will foster positive social change by increasing the understanding of how volunteer behavior impacts volunteer retention and recruitment, facilitating nonprofit organizations in their ability to effectively match volunteer skills with assignment, thereby maximizing their impact and longevity within the organization.

No description available.

Program sustainability is a major issue for nongovernmental organizations. Sustainability depends on the ability of an organization to maintain its capacity, which can be severely hindered by high rates of personnel turnover. This is especially true for turnover in nonprofit organizations that offer volunteer-led programs and are consequently heavily reliant upon those individuals to carry out their missions. Creating a strong institutional memory for both tacit and explicit knowledge and properly managing volunteers are two critical elements in creating the capacity needed to maintain a high-quality program. This thesis analyzes the case of a youth center in Macedonia that is dependent upon its volunteers to function and is afflicted by sustainability and discontinuity issues in its programs due to a regular rapid turnover of its volunteers. The center promotes youth development through informal education of its participants, primarily high school youth. Interviews, participant observation and document analysis provided insight into the program sustainability issues present at the youth center. I present a series of scenarios that highlight the issues of volunteer management and institutional memory loss concerning volunteer turnover that I discovered in my analysis. I conclude by calling for better preservation of institutional memory, more targeted recruitment and training that emphasizes creating routines and establishing volunteer expectations to enable improved program sustainability. / Master of Urban and Regional Planning

No description available.

Third sector organisations (TSOs) have been operating in a turbulent environment of social, political and economic changes, presenting challenges to their continued activities. The volunteer workforce, as a key component of TSOs’ human resource, has long been considered crucial for the sector. Despite this acknowledgement, existing research suggests that TSOs have not effectively managed and supported their volunteer workforce in order to sustain development. There are claims for TSOs to place volunteer management (VM) onto a strategic level, and it is considered crucial for TSO managers, CEOs and volunteer coordinators (VCs) to achieve sustainable organisational development through the strategic planning and implementation of VM practices. However, existing research has focussed more on articulating volunteer motives; and little attention has been paid to considering the ways in which individual perspectives influence effective VM. This study addressed the gap by exploring key players’ (CEO, VC and volunteer) perceptions of the policies, practices and processes used to attract, engage and retain volunteers in small to medium Scottish TSOs. It aimed to provide insights into the importance of strategic VM in sustaining TSO performance and in understanding the crucial role of VCs, through unfolding the processes of making and fulfilling individual volunteer psychological contracts (VPCs). Three case studies were carried out within three Scottish TSOs; in-depth qualitative interviews were conducted with participants occupying different roles, CEO (n=3), VC (n=5) and volunteers (n=16). Supplementary data were obtained through documentary study of VM policies and practices. Data collection was guided by a conceptual framework developed by embedding the Resource Based View (RBV) of HRM and HR devolution to the Line into the process of making and fulfilling the psychological contract. Results support the claim that TSOs would benefit from more strategic management of their volunteer workforce as a competitive resource. Examining VM through the lens of the VPC provided empirical evidence to confirm that it is crucial to engage and retain volunteers by shaping their expectations and motives within the TSO, and thus ensure more sustainable TSO performance. The results further support the salient role of VC as volunteer line manager, in attracting, engaging and retaining volunteers through effective VM implementation. In arriving at these results, this research has extended the theoretical debate on the importance of strategic HR management and the key role that line managers can play in achieving this beyond the more dominant private sector focus.