Volunteering plays a crucial role in the day-to-day activities because it provides critical services. In these cases, volunte
Offering Financial or Other Incentives to Encourage People to Volunteer Risks Undermining the Voluntary Ethos
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Introduction
Volunteering plays a crucial role in the day-to-day activities because it provides critical services. In these cases, volunteers participate in risky activities such as search and rescue, and risky research. Moreover, volunteers enable to maintain environment such as rivers, parks and neighborhood safe and clean for all people (Skloot 2011, p. 12). Volunteer coach, mentors, teachers and tutors help the young people with different activities such as developing personal skills in football events. Research conducted in England by Volunteer Investment and Value Audit (VIVA) indicated that for every pound invested in volunteers they produced savings of between £ 3 and £ 8 (Gaskin, 2011). However, many questions are raised on whether offering financial and other form of incentives to volunteers undermine the volunteering ethos. Some people argue that volunteers should be compensated for their time and time during the volunteering (Lo 2010). On the contrary, others believe that they should not be given incentives because it undermines the ethics of volunteering. The paper discusses reason for and against offering financial and other incentives to volunteers who engages in volunteering activities.
Volunteerisms in Non-Governmental Organizations
The NGOs are considered one of the key partners in solving problems in the society. They ignite social transformation through the development of current expectations and ideas. NGO refers to a not-for-profit, private and self-governing institution that is established to enhance the quality of life for the needy (van de Walle and Ndulo 2014, p. 3). Olate (2007) argues that NGO is more effective in the provision of services as compared to the government. They have significant contribution in the provision of economic and social services where governments fail to provide (Olate 2007, p. 27). However, NGOs encounter a variety of problems to establish and execute strategies that will reinforce their capacities to maintain their financial solvency and continue offering important services to the community (Seel 2010, p. 1). In addition, most of the NGOs depend on the skills, expertise and strengths of the majority of people especially the volunteers. The volunteers dedicate their efforts and time to assist the organizations to meet their goals and tasks. In this respect, volunteers have been a crucial part of the NGO. Nonetheless, their roles have been influenced by fewer resources in these organizations coupled with a wide range of community needs (Roth 2015, p. 2).
Benefits of Volunteering
Volunteers are critical participants and partners in societies across the world. A study conducted across Europe indicated that in huge voluntary firms, they benefited from volunteers. For instance, large companies recorded returns of between £ 1.2 and £ 14 for every Euro invested in volunteerism (Gaskin, 2011). According to Gaskin, (2011), volunteers save cost for a firm that would otherwise be used to pay other workers. The organization also saves on employment overheads such as cost of actual wages, holiday pay and national insurance. Depending on the type of the organization, for every £1 that is used for volunteerism, the firm saved £ 5. In terms of hours, the organization saved 40 hours per week from volunteerism (Gaskin, 2011). In addition, Wall Street noted that volunteers offer great economic and social value for the nation. Essentially, they play a crucial role in schools and non-profit organizations, in hotlines and hospitals. However, reports indicated that the number of volunteers decreased in 2011 as compared to the total number in 2005. In this respect, the number of volunteers dropped by more than 28 percent in 2011 relative to 2005 (Glasziou, Buchan, Del Mar, Doust, Harris, Knight, Scott, Scott and Stockwell 2012, p. 4).
Financial Incentives of Volunteerism in NGO
Most notably, Wall Street noted that the majority of people who are willing to participate in volunteering have less free time since they are busy individuals. Interestingly, many people believe that volunteers have a lot of time. Additionally, many volunteers need to cater for their families. Non-profit organizations offer financial incentives to volunteers in order to cover their expenditures for their efforts (Lester, Schmittdiel, Selby, Fireman, Campbell, Lee, Whippy and Madvig 2010, p. 2). In addition, incentives act as a source of motivation for the volunteers to continue offering their services to the community and the organization. In most cases, organizations use a variety of ways to cover for the expenditure of the volunteers (Skloot 2011, p. 17). For instance, an organization can reimburse persons who participate in volunteering for a certain amount of resources that they have utilized in the course of their work. Similarly, organizations can compensate the volunteers for expenditures that cannot be documented such as lunches and cost of commuting. In this respect, the organization pays uniform monthly allowances to cover for the volunteer expenses. The two payment options meet the objectives for reimbursement more defensibly, predictably, openly and logically (Glasziou, et al, 2012, p. 4). Therefore, in such cases, financial incentives do not affect the volunteering ethos.
Therefore, financial and other incentives are necessary for volunteers in nonprofit organizations because they do not work for money (Sachs, 2010, p. 3). If they were money oriented, they would work for other organizations. In fact, the majority of volunteers provides their work since they have faith in the mission of the organization. In addition, they may benefit from their selfless work and community recognition. Since many volunteers do not work for their financial gains, they should be provided with incentives such as awards for outstanding volunteer and articles in the newspaper highlighting their achievements (Dunning 2011, p. 40). Such incentives and rewards acts as an effective source of motivation. In addition, incentive for volunteers requires personal attention, originality and creative efforts. Incentives for volunteers should be designed to inspire volunteers and provide a shared organizations mission (London, Borasky and Bhan 2012, p. 13).
Financial and other incentives for volunteers do not undermine the volunteering ethos because they should be reimbursed for the expenses they incur in the process of their organization. In addition, their effort should not cost them money. According to Savulescu (2011), organizations should design specific areas of incentives such as catering for their childcare expenses, and payment of social security benefits. Moreover, organizations should design a package that would motivate and inspire volunteers maximally (Savulescu 2011, p. 14). For instance, it is important for volunteers to get out-of-pocket expenses in relation to the amount of resources that they have spent in the course of their work. In this respect, the organization should cater for meals taken in the course of volunteering, travelling cost from and to the place of volunteering (Leach 2012, p. 3). The package must also cover the cost of purchasing protective clothing and other devices that are useful in risk operations. (Glasziou, et al, (2012) argues that such forms of motivation do not affect the volunteering ethos (Glasziou, et al, 2012)
In case a volunteer need phone call and postage cost, these expenses should be covered (Savulescu 2011, p. 23). The organization should also be able to establish a claim form that the volunteer wishes to request for expenses. McCarthy (2013) argues that organizations need to ask for receipts for all the expenditures that are attached to the expenses claim form. Furthermore, it is the responsibility of the organization to provide for any expenses from mileage that a volunteer may have incurred. However, reimbursements for the volunteer should not be subjected to taxation (McCarthy 2013, p. 14). Every volunteer should be reimbursed depending on his or her personal circumstances and they should receive reasonable and realistic amount. According to Phillips (2011), offering financial and other forms of incentives to volunteers do not undermine its principle ethos. The main reason for incentives is that they are effective in fostering volunteering relationship between the volunteer and beneficiaries (Phillips 2011, p. 1).
Volunteering abroad
Unlike volunteering in home area, volunteers who must travel abroad needs to be compensated for the various expenses they incur, which include lodging, meals and airfare. In such a case, this kind of volunteering is referred to as “arranged volunteering”. It normally designed via organized programs, which establishes arrangements between the country to volunteer and the non-governmental organization (van de Walle and Ndulo 2014, p. 7). A variety of NGOs have established a network that facilitates easy movements of volunteers between different countries. In addition, they have set up support structures that help the volunteers to perform maximally with little or no confusion. Furthermore, the cost that a volunteer pays is arranged into a single fee that enables him or her to participate easily. Furthermore, it is important for a volunteer to have similar working conditions with the persons of that country (Roth 2015, p. 9). As van de Walle and Ndulo (2014) note, that paying for expenses of volunteers who work abroad does not affect the principles of volunteering. Nonetheless, volunteers should not receive salaries like other employees because it can affect their voluntary ethos.
Volunteers play a crucial role in development of places that require special attention. Moreover, volunteers contribute millions of hours annually and work worth billions of dollars (Dunning 2011, p. 41). For instance, international NGOs such as UNICEF have dedicated volunteers who give up their time to work on what they believe is essential. Most notably, many of the organizations believe that they cannot manage to survive when volunteers are not available (Leigh 2011, p. 19). Therefore, they need to be compensated for a job well done. Dunning (2011) noted that compensating someone for a good job does not affect the volunteering ethos. Therefore, less fortunate in the societies are made safer and happier via the dedicated work of volunteers. In every organization, the value of volunteers is unquestionable. They help organization to enhance their capabilities and accomplish more than they cannot without volunteers (Liao-Troth 2008, p. 29). They provide services in different sectors such as legal affairs and fundraising, administrative work and field work. Furthermore, they are rich in skills that permit NGOs to utilise maximum resources in benefiting the communities rather than paying salaries, thus facilitating a better world (Connors 2012, p. 74). In this respect, since the organization benefits from the volunteers, it should meet the welfare of their human resources. Therefore, this means that the principles of volunteerism are not disregarded (Dunning 2011, p. 24).
There are many misconceptions about volunteerisms. Some individuals believe that volunteering as an activity for the retirees or for young people. Surely, the young people and retirees comprise the largest percentage of volunteers. However, these two groups have appropriate schedules that help them to volunteer as compared to persons in full time jobs because they cannot (Effron, Gandossy, and Goldsmith 2003, p. 5). Since they use their time to help an organization, the latter should use some of its resources to motivate them. Essentially, motivation can be both financial and non-financial. In the contemporary society, no research has indicated that financial or non-financial incentives affect the volunteerism ethos (Leigh 2011, p. 25).
Nonetheless, the group of people with a lot of experience and skills require persuasion and motivation to continue with their volunteerism for the rest of their lives. Persons with workplace experience usually have necessary qualities that can be helpful to an NGO. The majority of charities are operated as a business hence NGO need competent business skills to be effective. The organizations can decide to recruit persons with business skills but it has huge financial implications (Leigh 2011, p. 20). The resources that could be diverted to pay staffs can be diverted to help in the core mission of the organization. In this respect, when individuals commit their time in volunteerism, the organization is able to save significantly hence increasing their capacity to reinforce their cause (Dunbar and Barrett 2007, p. 23). In such cases, when an organization has identified the importance of volunteers, it should allocate more resources to motivate the volunteers. Just like other permanent employees, volunteers need to be motivated. Therefore, any form of motivation – non-financial or financial does not affect the volunteering ethos (Leigh 2011, p. 40).
In case human beings live in an environment where everybody is willing to volunteer for a few hours, most of the needy people can be successful. In addition, it can assist to go an extra mile in changing the lives of those in need. Furthermore, it can be easy to make a substantial change in the world and environment human being occupy (Effron, Gandossy, and Goldsmith 2003, p. 12). When an organization decides to motivate these volunteers, it does not disregard the principles of volunteerism. Moreover, community volunteers are very essential particularly during disaster management. They normally use solidarity and charity approaches in dealing with the disaster (Roth 2015, p. 19). The most important approach is charity approach that encompasses helping an individual without expecting anything in return. On the other hand, solidarity approaches involves volunteering aiming to achieve a common good. Volunteer engage in volunteerism in order to enhance a common cause that enables them to take part in organized movements. Therefore, volunteerism is paramount in a NGO especially during period of disaster because they offer their emotional commitment, expertise, labour and time without expecting financial benefits (Connors 2012, p. 74). Therefore, volunteers are very important for the organizations sustainability. Consequently, an organization is able to initiate measure to eradicate poverty among the less fortunate in the society (Effron, Gandossy, and Goldsmith 2003, p. 13). Therefore, financial incentives are very important to improve commitment of volunteers in the organization.
The participation of volunteers is the best strategies for persons to engage in human development and social change. Studies in the United Kingdom indicated that volunteerism has played a significant role in the economy. In addition, approximately 50 per cent of persons in this country has committed some time in their lives in community volunteerism (Effron, Gandossy, and Goldsmith 2003, p. 4). Moreover, in this country, the use of volunteerism has produced major benefits such as reduction of poverty, social inclusion and establishing sustainable contribution. In this regard, providing financial incentives to volunteers helps to motivate them to do their best (Dunning 2011, p. 42). Most importantly, due to effects of economic crisis, people face challenges such as time constraints, economic difficulties and family or social crisis. Therefore, compensating for their time helps to inspire them and does not affect the volunteerism ethos (Brooks 2005, p. 89).
Satisfaction and motivation of volunteers
Concerns emerge on the best strategies to facilitate motivation of volunteers in a Non-Governmental Organization. Similarly, concerns arise on whether these motivation strategies affect the voluntary ethos. Motivation of volunteers is very crucial in any organization as it helps to control losses of significant number of volunteers after a short period of service in a respective organization. Therefore, an organization should implement a wide range of strategies that would help to retain and motivate volunteers. According to Dunning (2011) the, most effective strategy to retain volunteers is to apply financial incentives. However, some people argue that offering financial incentives to volunteers is likely to affect the voluntary ethos. However, Leigh (2011) noted that financial incentives and benefit packages do not affect the voluntary ethos because volunteers need to be compensated for their time. In addition, they argued that the amount of compensations should not be equivalent with organizations employees. Therefore, it suggests that if the financial incentives are too high, then the voluntary ethos is more likely to be affected. In this regard, financial incentives play a crucial role in winning the commitment of volunteers to the Non-Governmental Organization rather than affecting volunteerism ethos. In addition, volunteers who support the organization on a regular basis should get higher reads such as benefit packages (Dunning 2011, p. 49). On the other hand, the organization should learn to understand the strengths of their volunteers. Ultimately, this motivates volunteers to be confident, productive and more engaged. Additionally, when volunteers accomplish the goals and objectives of the organization, they should be celebrated and praised. Dunbar and Barrett (2007) noted that acknowledgement and the contributions of the volunteers assist to maintain their loyalty, motivation and recognition (Dunbar and Barrett 2007, p. 27). Furthermore, they argued that this type of motivation or incentives do not affect the voluntary ethos.
An organization needs to develop incentive strategies in the recruitment of volunteers depending on personality matching, skills and needs. Additionally, employees are motivated through recognizing and appreciating the role of a volunteer in the achievement of common organizational goals (Dunning 2011, p. 49). Just like any other employees in an organizations volunteers face challenges hence needs incentives in their work. According to Leigh (2011), incentives such as appreciating their work and recognitions do not affect the voluntary ethos (Leigh 2011, p. 60). Connors (2012) argues that volunteers are motivated when they have a sense of achievement through the NGO. In addition, the roles that are allocated to the volunteers should be based on their strengths, interests and qualities (Connors 2012, p. 79).
Furthermore, another form of incentives for the volunteers in an NGO is to offer regular training that will facilitate their work within the NGO and their individual development. Furthermore, training is very helpful for motivating retention of volunteers in a NGO. Similarly, training is important as it assists volunteers to become more engaged hence turning to be as effective as possible (Leigh 2011, p. 29). Leigh (2011) notes that incentives are beneficial to the volunteer and the organization and do not affect the voluntary ethos. When the levels of skills and knowledge of volunteers in the NGO are enhanced, they are able to increase their performance. Consequently, this leads to a higher level of accomplishment and finally triggers motivation of retention in the NGO as a volunteer. The management strategy of volunteers in an organization enhances the effects of training in retaining and motivating volunteers (Brooks 2005, p. 38). In this respect, this type of management strategy encompasses reporting to volunteer their achievements for the NGO. The importance of this strategy is that it produces results of the key fundraising events. The amount collected during such event shows to volunteers their performance as well as their importance in the NGO (Ott and Dicke 2012, p. 23). Ott and Dicke (2012) noted that organizational management systems for volunteers does not affect the voluntary ethos but rather improves it. Therefore, this is one the best methods for management of volunteers in an organization.
Leigh (2011) argued that there is a connection between actual experience, volunteer motivations and volunteer satisfaction. For instance, when motivational needs of volunteers and are satisfied, the chances of coming back for future volunteer activities are higher (Leigh 2011, p. 34). Self-determination theory suggests that persons prolong their motivational orientations towards control and autonomy (Ott and Dicke 2012, p. 12). Autonomy refers to intrinsic desires that set goals and interests in an individual. Autonomy is linked to self-esteem or self-determination.
Conclusion
Volunteers in non-governmental organizations play a huge part in the accomplishment of their goal and objectives. In addition, they commit their time and efforts in service delivery without expecting payments (Brooks 2005). Most importantly, they engage in risky activities and high-risk areas, aiming to improve the quality of life of disadvantaged groups across the world. Therefore, volunteers need to be motivated in their work in these organizations. The financial rewards can be an efficient strategy of motivating volunteers. Similarly, benefit packages improve their commitment and retention in the NGO (Leigh 2011). Furthermore, volunteers should be motivated through strategies such as training, appreciating and acknowledging their efforts as well as volunteer management systems. Other forms of incentives for volunteers such as appreciation, training and recognition do not affect the voluntary ethos. However, there should be a limit of financial incentives because when they are excessive they affect the voluntary ethos. In this regard, the organization should develop measures that help to limit excessive use of finances.
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