台灣社福機構之志工留任因素探討

全文

(1)

(2) Factors Influencing Volunteer Retention in Social Welfare Institutes and Groups in Taiwan. by Yuan-Ching Chen. A Thesis Submitted to the Graduate Faculty in Partial Fulfillment of the Requirements for the Degree of MASTER OF BUINESS ADMINISTRATION Major: International Human Resource Development. Advisor: Chih-Chien Steven Lai, Ph.D.. National Taiwan Normal University Taipei, Taiwan June, 2014.

(3) Factors Influencing Volunteer Retention in Social Welfare Institutes and Groups in Taiwan by Yuan-Ching Chen. A Thesis Submitted to the Graduate Faculty in Partial Fulfilment of the Requirements for the Degree to MASTER OF BUSINESS ADMINISTRATION Approved:. ___________________________________________ Dr. Chih-Chien Steven Lai Thesis Advisor. ___________________________________________ Dr. Chun-Wei Yeh Committee Member. ___________________________________________ Dr. Wei-Wen Vera Chang Committee Member. ___________________________________________ Dr. Wei-Wen Vera Chang Director of the Graduate Program Graduate Institute of International Human Resource Development National Taiwan Normal University Taipei, Taiwan 20th June, 2014.

(4) ACKNOWLEDGEMENT It was a tough journey learning and overcoming the difficulties while writing my thesis. There are so many people helped me came through this. First of all, I want to express my thankfulness to my advisor, Dr. Lai, who patiently guided me on every step accomplishing my academic achievement. Next, I want to express my sincere thankfulness to my kindly classmates who supported me whenever I felt helpless and frustrated. They have been the greatest partners ever since the day I joined IHRD. We learned and shared things together. We support whoever is in need. Additionally, I want to thank one of my classmates, Pei, who worked closely with me as a helpful partner. We always reminded each other for things important and offered much encouragement whenever one of us was upset about writing thesis. Much thanks her for her strong and warm accompany. My warmest gratitude to IHRD with the efforts made by entire faculty for providing all the students great learning environment and resources. As the director of IHRD, Dr. Chang, has been a thoughtful and kind professor to every student. I want to sincerely thank Dr. Chang for being a committee member of mine giving me much helpful advices through all the time. Her unconditional devotion has rooted in every student’s mind. Last but not least, I want to express my greatest thankfulness to my family. They have been support me on the way of learning and achieving for the best. They made who I am and how far I go. They always stand as s strong and reliable backup, especially my mother. She makes me indulge in her unconditional love and become a good person, as she wants me to be. Thanks to every member in my family for making my life healthy and sound. I will keep move forward and achieve for the best not just myself, but also for my beloved people..

(5) ABSTRACT This research aims to have a comprehensive investigation toward what are the factors influencing volunteer retention within organization. The adoption of organizational hierarchy included individual level, team level, and organizational level is adopted as the structure of this research. The participants in this research are divided into two categories; one is the volunteers who have been working in the same nonprofit organizations for three or more than three years, and another one is the volunteer administrators or manager who work with volunteers for three or more than three years. Multiple case studies approach was adopted in this research with the purpose of having abundant information from volunteers. In order to provide a general and helpful management guide for nonprofit organizations and social welfare institutes and groups in particular, the researcher chose over six organizations in Taiwan. This research is conducted through qualitative approach. The data is collected mainly from interview and document review. The findings of this study can be applicable to the people who making efforts on human resource management of nonprofit organization field and also dedicated to the people who devoted their time and efforts on doing voluntary job. Keywords: volunteer retention, organizational commitment, job satisfaction, leadership, partnership.. I.

(6) II.

(7) TABLE OF CONTENTS ABSTRACT…………………………………………………………….I TABLE OF CONTENTS………………………………………………III LIST OF TABLES……………………………………………………...V LIST OF FIGURES…………………………………………………..VII CHAPTER I INTRODUCTION.......................................................... 1 Research Background ........................................................................................1 Statement of the Problem……………………………………………………...4 Research Purpose ...............................................................................................6 Research Questions ............................................................................................6 Significance of the Research…………………………………………………..7 Delimitation…………………………………………………………………....7 Definition of Terms……………………………………………………………8. CHAPTER II LITERATURE REVIEW ............................................. 9 Volunteer Retention ............................................................................................9 Factors Influencing Volunteer Retention .........................................................12 Practical Remedies for Retaining Volunteer ....................................................25. CHAPTER III RESEARCH DESIGN................................................. 29 Research Method………………………………………………………………29 Research Framework…………………………………………………………..30 Research Procedure……………………………………………………………31 Research Participants…………………………………………………………..35 Data Collection………………………………………………………………...38 Data Analysis…………………………………………………………………..39 Reliability and Validity………………………………………………………...42. CHAPTER IV FINDINGDS & DISCUSSIONS ……...……………..45 III.

(8) Individual Level………………………………………………………………...45 Team Level……………………………………………………………………..52 Organizational Level……………………………………………………………60 Discussions……………………………………………………………………...65. CHAPTER V CONCLUSIONS AND SUGGESTIONS ....………….71 Conclusions……………………………………………………………………..71 Suggestions……………………………………………………………………..73 Limitations……………………………………………………………………...76. REFERENCES………………………………………………………….77 APPENDIX A: COVER LETTER……….………………………...…...83 APPENDIX B: CONSENT FORM……………………………………..85 APPENDIX C: INTERVIEW QUESTIONS FOR VOLUNTEERS…...87 APPENDIX D: INTERVIEW QUESTIONS FOR VOLUNTEER MANAGERS…………………………………………..89. IV.

(9) LIST OF TABLES Table 1.1 Categories and Quantity of Nonprofit Organizations in Taiwan…………..2 Table 2.1 The Human Resource Management of Nonprofit Organizations- Partnership and Value …..………………………………………….…………………..19 Table 3.1 Summary of Interviewees-Volunteers……………………………………..36 Table 3.2 Summary of Interviewees-Volunteer Managers………………………………37 Table 3.3 The Example of Coding Process………………………………………......40 Table 4.1 Summary of Research Findings…………………………………………...69. V.

(10) VI.

(11) LIST OF FIGURES Figure 2.1 The Pyramid of Three kinds of Partnerships between Volunteers and Nonprofit Organizations…………………………………………………21 Figure 2.2 Conceptual Model of Organizational Initiatives and Management and Non-management Retention and Turnover Relationship……………..…22 Figure 3.1 Research Framework……………………………………………………..31 Figure 3.2 Research Procedure………………………………………………………34 Figure 3.3 The Example of the Categorizing Process………………………………..41. VII.

(12) VIII.

(13) CHAPTER I. INTRODUCTION. This chapter consisted of research background, statement of the problem, research purpose, research questions, significance of the study, delimitation, and the definition of terms.. Research Background Social problems would be solved or reduced if the effectiveness and the resources of the nonprofit sector are increased. Peter Drucker also pointed out that 21st century as the century for nonprofit organizations. Trace back to the history of volunteering when people started to be volunteered to help people in need. When it came to the early 19th century, America experienced a religious revival of the “Great Awakening”. As part of the Great Awakening, people became more conscious and sympathetic of the disadvantaged and disabled. The youngster, in particular, started to help people in need in their communities and neighborhood. In 1851, the first YMCA organization in the United States established. During the Civil War, women devoted their time volunteering to sew supplies for the soldiers. Volunteering and public welfare was first combined together in order to improve the quality of human life. Since then the relationship between Non-profit organization and volunteers has also been clarified and tied together. Moreover, the definition of volunteering and sequence of ideas were introduced to the world. This is the first well-known rise for human volunteering. On the other hand, the amount nonprofit organizations that are established to improve the quality of human life or deal with the problems which government is not able to solve have prosperously grown since 1980 in Taiwan when the political authority declared martial law ended. Since then, there has been a notable blossom of nonprofit organizations in Taiwan.. 1.

(14) Non-profit organization is also known as “The Third Sector” which operates against the public sector and private sector. According to the statistical data as shown in table 1.1, organized by the Ministry of the Interior below, the total of Non-profit organizations is about 60,000 by September 25th, 2012.. Table 1.1. The Categories and Quantity of Nonprofit Organizations in Taiwan Category of NPO. The Authority for legally. Quantity. registered Social Welfare Team. Ministry of the Interior and local. 34,985. government. Juridical Person. Central official authorities and. Foundation. local government.. Labor Union, Trade. Ministry of the Interior, Council. Union, and Vocational. of Labor Affairs, and local. Association. government.. Religion(Temples and. Ministry of the Interior and local. Churches). government.. Total. 4,500. 5,191. 15,118(2009/12). 59,794. Source: Retrieved from: Ministry of the Interior http://sowf.moi.gov.tw/stat/year/ elist.htm 2012/9/25. The Ministry of the Interior encouraged people participating in voluntary service ever since the Volunteer Service Act has been legislated in 2001. According to the annual statistic record, the amount of volunteers in Taiwan has been come up to: (1) in year of 2008, 489,825; (2) in year of 2009, 592,033; (3) in year 2010, 723,414; (4). 2.

(15) in year 2011, 707,478; (5) in year of 2012, 898,765. On the other hand, in 2012, the percentage of people who participate in social service has been raised to 12.5% than 2011. Along with the increasing number of non-profit organizations, it’s obviously to see that there’s a greater demand in volunteers. More and more people devote their time and effort into social welfare movement. Volunteering is considered to be a progressively relevant phenomenon that, according to Anheier & Salamon (1999), will gain even more significance and recognition in the future. Volunteer dominates the main workforce in many non-profit organizations for over 70% (Macpherson, 2001). Non-profit organization usually rely the workforce of volunteers to transfer organization mission and value to the society. Yet the reason for non-profit organization to recruit such certain amount of volunteers is because they want to lower the cost for operating, and so is the cost for human capital. From the proportion of using volunteers, the fact shows that non-profit organization is an intensive labor industry and also indicates the importance of volunteer toward non-profit organization. In short, volunteers represent the major valuable assets to nonprofit organizations. Wu (2008) pointed out five main factors proving the significance of volunteers to nonprofit organizations. (p.30).. 1.. Volunteers dominate the main workforce in nonprofit organizations.. 2.. The two key factors for volunteer donating their on voluntary job are the volunteers’ commitment to their organizations and how much volunteer workforce that organizations can allocate.. 3.. Volunteers is usually the major population of donating money to nonprofit organizations since they share the same value which makes them more willing to donate money. 3.

(16) 4.. Volunteers are usually the frontline worker compared to the minor workforce which is paid workers in nonprofit organizations.. 5.. Self-realization is the key that volunteers involve in the voluntary job and this is also the feature which differ them from paid workers in for-profit organizations.. Statement of the Problem However, the retention of volunteers is a challenging issue for many non-profit organizations to deal with (Jäger, Kreutzer, & Beyes, 2009). Chang (2005) indicated the key factor for determining the success of non-profit organization is the ability of attracting and retaining people with potential. A lot of people in Taiwan have strong awareness for public events. From the table shown above we can infer that attracting participants joining non-profit organization is not a problem. The very issue which is worth for our attention is retention. Since there is no monetary compensation or binding contract for volunteers, the turnover rate is higher. The departure of volunteers will cause losses for the organization. Additionally, the temporary shortage between each job will result a mess in management and also influence the service quality. There are plenty of reasons influencing employee’s retention, such as worker dissatisfaction. and personal reasons. On the other hand, there are certain reasons or. factors that may help to keep employees stay in the organization. There are quite amount of research have been done to discover about the factors of retention. Irshad (2011) summarized the nine main factors which influence employee’s retention. The nine factors include:. 1.. Employee personal value match with job. 2.. Compensation 4.

(17) 3.. Rewards. 4.. Training and career development. 5.. Career advancement opportunities. 6.. Supervisor support. 7.. Work environment. 8.. Family support and flex time work culture. 9.. Organizational justice. 9.1 Distributive Justice 9.2 Procedural Justice. Yet not much of them have been discussed within the field of nonprofit organization, especially the category of social welfare. Moreover, the research which is involved in discussing volunteer retention factors based on the organizational hierarchy that are individual level, team level, and organizational level can barely be found. Thus, under the circumstance of realizing the importance of volunteer retention in nonprofit organizations, and the great demand of volunteers in social welfare institutes and groups in particular. The researcher is aware of the significance conducting a full-scale research on investigating the retention factors. On the other hand, field studies of organizational behavior have rooted from the late 1940s. Since that time, the studies of organizational behavior have been wildly discussed among the field of psychology, sociology, political science, economics and other social sciences. According to. the organizational behavior model modified by Wagner and Hollenbeck (2010), there are three levels explained different kinds of behaviors within an organization, including individual level, group level, and organizational level. This research adopted the three levels as a structure to study further about the volunteer retention factors. However, the researcher replaced the group level as team level with the 5.

(18) consideration of the characteristics when volunteers working together with their partners and leaders. To Sum up, this research aims to explore the retention factors of volunteers in nonprofits organizations by adopting the structure three levels within an organization, such as individual level, team level, and organizational level.. Research Purpose According to the research background, this research aims to explore the reasons or factors which influencing the retention of volunteers in social welfare institutes and groups by adopting three levels like individual level, team level, and organizational level as the structure of this research. Eventually, all the factors will be organized as beneficial and challenging which exist in each level. Meanwhile, the researcher seeks to waken people’s awareness of volunteer retention and also wants to dedicate this research as a management guide to the concerned and working people in nonprofit organizations.. Research Questions Based on the purpose in the research, there are three questions developed within this paper. Questions are shown as below: 1.. For the individual level, group level, and organizational level, what are the reasons which influence the retention factors of volunteers?. 2.. For the team level, group level, and organizational level, what are the reasons which influence the retention factors of volunteers?. 3.. For the organizational level, group level, and organizational level, what are the reasons which influence the retention factors of volunteers?. 6.

(19) Significance of the Study According to the research background, the significance of volunteers in nonprofit organizations is reviewed through the perspective of benefit and cost. The perspective of benefit and cost indicated nonprofit organizations do suffer from the volunteer retention challenges like other organizations that are established for profit. Yet nonprofit organizations may encounter more obstacles than for-profit organizations, because they are not allowed to distribute the monetary profit to volunteers; moreover, they often endure the difficulties of raising money for their organizations. Facing the two main challenges that nonprofit organizations rely much workforce on volunteers and the financial status is not always stable, administrators in NPO, especially in social welfare institute and groups must pay attention to the issue developing retention strategies for volunteers. However, the first step to solve a problem is to know where the rub is. The structure within this research is the three levels of individual level, team level, and organizational level. The individual level stands for volunteers. The team level refers to the interactions between volunteers and team leaders. The organizational level explains the top management level within the organization. After exploring all the factors of retention in these three levels respectively, this research is expected to provide a holistic comprehensiveness of the volunteer retention for people who involve in management of NPO and the people who pay concerns to the development of NPO.. Delimitations This research aims to have a comprehensive investigation toward what are the factors that may influence volunteer retention in nonprofit organization. The participants in this research are divided into two categories; one is the volunteers who 7.

(20) have been working in the same nonprofit organizations for three or more than three years, and the other one is the volunteer administrators who work with volunteers.. Definition of Terms The conceptual definitions of terms in this research are listed below.. Volunteer Snyder and Omoto (2008, pp. 3-5) defined volunteer work as consisting of “freely chosen and deliberate helping activities that extend over time, are engaged in without expectation of reward or other compensation and often through formal organizations, and that are performed on behalf of causes or individuals who desire assistance.”. Volunteer Retention Kallan and Leyendecker (1977, p.135) defined volunteer retention as the "Continuation or discontinuation of volunteer service.". Social Welfare Dickinson (1970, p.96) quoted Friedlander’ definition (1955) of social welfare as “the organized system of social services and institutions, designed to aid individuals and groups to attain satisfying standards of life and health, and personal and social relationships which permit them to develop their full capacities and to promote their well-being in harmony with the needs of their families and the community.”. 8.

(21) CHAPTER II. LITERATURE REVIEW. This chapter consists of three sections which are volunteer retention, factors influencing volunteer retention, and practical remedies for retaining volunteers.. Volunteer Retention In this section, literatures of the definition of retention and volunteer retention to nonprofit organization are reviewed for providing fundamental concepts for this study.. Definition of Retention Since the mid-1990s, there were more and more scholarly research investigations have been focusing not only on identifying why employees leave organizations but also concentrating on those factors positively affecting employees to stay (Hoisch, 2001), so are the benefits associated with retaining tenured workers. On the other hand, Cascio (2003) stated that retention as initiatives taken by management to keep employees from leaving the organization, and the actions includes rewarding employees for performing their jobs effectively; ensuring harmonious working relations between employees and managers; and maintaining a safe, healthy work environment.. Volunteer Retention of NPO Kallan and Leyendecker (1977) defined volunteer retention as the "Continuation or discontinuation of volunteer service". Stevens (1988) stated,” the factors identified regarding retention of senior volunteers was work assignment, sense of accomplishment, appreciation, staying busy, relationships with peers, staff and other volunteers.“ Meanwhile, Stevens (1988) also found out the characteristics of volunteers which is beneficial for organizations to retain them. The role characteristics related to retention were: role-set interaction, role congruence, role competence and role recognition. Firstly, Stevens (1988) suggested the defined. 9.

(22) role-set interaction as the allowed involvement for the volunteer with others when doing voluntary job. There were 59% of volunteers who showed the least interaction discontinued volunteer service, compared to 10% of volunteers who expressed the most interaction. There were only 41% of the time that volunteers who had least amounts of interaction continued doing voluntary, compared to 90% who indicated high level of interaction. Secondly, he also concluded the agreement between the volunteer's expectations and actual volunteer experience, or role-congruence was a factor related in retention. Those volunteers who indicated low role congruence turned out 63% who had low retention, in comparison to only 22% of volunteers with high congruence. Thirdly, the “Role competence”, or the more knowledge and skill the volunteer professed to have accounted for greater retention. The study found of the volunteers who showed low role competence, or knowledge and skill for the job turned out there were 52% volunteer had discontinued with the comparison to 22% who revealed high competence. Additionally, there were 48% of volunteers with low competence continued with the comparison to 78% of volunteers with high competence. Last but not least, the fourth factor which Stevens (1988) concluded regarding volunteer retention was ” role recognition”. The discontinuation of service was represented by 46% of volunteers who implied the lowest level of recognition with the comparison to 33% who revealed the highest level of recognition. On the other hand, retaining employees has been the most imperative target within organizations due to the fact that the cost for hiring and training a qualified candidate or employee is inestimable. Furthermore, an employee’s knowledge and experience is a valuable asset for an organization. These valuable knowledge and experience will be taken away with the departure of employee. Irshad and Afridi (2011) found out that the cost of replacing of old employees with new ones was estimated up to twice the employee’s annual salary. When employee leaves the job, 10.

(23) organization lost not only employee, but also lost the customers and client who were loyal with the employee, knowledge of production, current projects, competitor and past history of the organization.” In one hand, turnover is costly. The book published by SHRM foundation which written by Allen (2008) argued that employee departures cost a company time, money, and other resources. Research suggests that direct replacement costs can reach as high as 50%-60% of an employee’s annual salary, with total costs associated with turnover ranging from 90% to 200% of annual salary. Meanwhile, the same phenomenon mentioned above occur in nonprofit organizations. Wymer (1998) indicated that the turnover of volunteer could be a costly problem for organizations. Mitchell and Taylor (2004) then pointed out that evidences has shown volunteer turnover will at least cost five times more to recruit a new volunteer than to cultivate greater exchange with existing ones. To have a better understanding about the challenging situation of the volunteer decline, the publication of US Fire Administration (2007), ‘Retention and Recruitment for the Volunteer Emergency Service-Challenges and Solutions ’ provided an example about the effects of the decline in volunteers. It is said, “The erosion of the volunteer fire service in the United States has economic and social effects. The economic ramifications are obvious, as towns are forced to hire career firefighters in place of volunteers. The 75 percent of the country served by volunteer firefighters relies on them to be the first line of defense in almost any type of emergency from fires and medical emergencies to technical rescues and hazardous materials spills. Volunteers are the initial mitigators before the arrival of county, State, or Federal backup emergency response teams for all types of natural disasters. Of the over 30,000 fire departments in the United States, 88 percent are volunteers, protecting 40 percent of the population.”(p.37) There’s even a research which conducted by Independent Sector estimated the 11.

(24) economic value of volunteer time in the U.S. was $18.04 (USD) per hour for 2005. Taking the advantages of this valuable and unique human resource, organizations are aware of the key to their success is often dependent on the effective recruitment and retention of volunteers. Brudney and Hager (2004) found out that social welfare institutes interested in increasing retention of volunteers should invest in understanding volunteers, providing training and professional development for them, and screening volunteers and matching them to organizational missions. The focal point of these practices is to enrich the volunteer experience. However, management practices that center more on the needs of the organization, such as the documental tasks of volunteer numbers and hours, which are unrelated to retention of volunteers, even though they assist the program to determine other benefits. On the other hand, the author also indicated that volunteer management practices were only part of the picture. In addition to adopting certain management practices, social welfare institutes could create a culture or atmosphere welcoming to volunteers, allocating sufficient resources to support them, and enroll volunteers in recruiting other volunteers. All of these practices are helpful for charities or social welfare institutes to achieve higher rates of retention.. Factors Influencing Volunteer Retention According to the reviewed literature, previous theoretical and empirical studies aimed to investigate the factors influencing employee's retention consistently pointed out that the factors can be categorized into 3 parts, namely, individual factors, team factors(or group level), and organizational factors. Therefore, these three levels with reviewed literatures are adopted to explore the retention factors in nonprofit organizations.. Individual Level After summarizing the reviewed literatures, the researcher organized three 12.

(25) factors, which have been widely discussed with personal’s connection and perception with organization. Organizational commitment. Mowday, Porter, and Steers (1982) defined organizational commitment as "the relative strength of an individual's identification with and involvement in a particular organization. Commitment theory has established the relevance of different components that all contribute to employee retention (Meyer & Allen, 1991). Meyer and Allen (1984) adapted the term “affective commitment (AC)” to describe an employee that he or she is emotionally attached to an organization for a belief and identification with the organization’s goals.’ Meanwhile, Buchanan (1974,p.533) defined affective commitment as “a partisan, affective attachment to the goals and values of the organization, to one’s role in relation to goals and values, and to the organization for its own concern, apart from its purely instrumental worth.” Afterwards, the research related to organizational commitment emerged in many approaches, which were empirically synthesized by Meyer & Allen (1991) into affective,. continuance,. and. normative. components. of. a. multidimensional. organizational commitment perception. Meyer & Allen (1991) distinguished organizational commitment into three components: Affective Commitment (AC), Continuance Commitment (CC), and Normative Commitment (NC). As for the second dimension,. Continuance. commitment,. sometimes. was. termed. “calculative. commitment”. Meyer & Allen (1991) third dimension of organizational commitment, normative commitment is described as “Employee’s feelings of obligation to stay with the organization, ”which result from a process of internalization of normative pressures either prior or following affiliation with an organization. Bozeman and Ellemers (2008) pointed out that normative commitment referred to a feeling of responsibility to stay with the organization. 13.

(26) While reviewing numerous literatures focusing organizational commitment on paid worker, the researcher found out that there are several streams of literature are brought together shedding light on the dynamics of organizational commitment for volunteers. Organizational commitment is relevant to the organizational behavior of volunteers (Dailey, 1986). Garner and Garner (2010) mentioned that participants’ satisfaction with support related to their intention to leave in light of specific circumstances, while satisfaction with the relationships developed because of volunteering was related to overall commitment to stay with a particular nonprofit organization. Miller, Powell, and Seltzer (1990) found out that volunteers’ job satisfaction and organizational commitment will influence their intention of quitting job. Vecina, Chacón, Marzana, and Marta (2013) had a study on the reasons about retaining volunteers and make them happy. They found out that if nonprofit organizations want their volunteers to stay in the organization, they must pay attention to the issue developing a feeling of commitment. Further, the research by Boezeman and Ellemers (2007) has proved that volunteers may experience a sense of emotional attachment to affective commitment, and feel responsible to stay with normative commitment, the volunteering organization. In contrast to organizational AC and NC, the relevance of CC to volunteers has been more frequently debated in the literature. Boezeman and Ellemers (2007) made the argument that because CC is calculative in nature and because volunteers work without financial inducements, they cannot become instrumentally involved with their organization. Job satisfaction. Job satisfaction has been defined in the paid work context as an enjoyable emotional state resulting from the positive appraisal of one’s job (Locke, 1976). “Job satisfaction is the reward that volunteers receive from their pro-social activities. Volunteer job satisfaction is defined as multidimensional, positively valenced 14.

(27) perceptions or effective responses that the volunteer has toward the work and activity environment (Galindo-Kuhn & Guzley, 2001, p.6)” Gidron (1983) indicated volunteers’ job satisfaction to be related to flexibility and lack of frustration. Mostyn (1983) argued that satisfaction is related to a fit between volunteers’ expectations and perceived benefits. In a research conducted by Blake and Jefferson (1992) on volunteer’s turnover, they found out that the following variables to be related to satisfaction: (1) A sense of helpfulness, (2) Self-confidence of the volunteers in their abilities and appreciation of recipients. Additionally, satisfaction is related to motivations, liking co-workers, level of involvement in the organization and general life satisfaction (Cnaan & Cascio, 1998). Galindo-Kuhn and Guzley (2001) identify six dimensions of volunteer job satisfaction: 1.. Quality of communication.. 2.. Work assignment.. 3.. Participation efficacy.. 4.. Support.. 5.. Team integration.. 6.. Empowerment.. Work assignment refers to the volunteer‘s opportunities to work on skill development and the convenience of the assignment (Gidron, 1983) Participation efficacy refers to the extent to which the task the volunteer is performing benefits someone else (Morrow-Howell & Mui, 1989) which relates most straight to altruistic motivation. Empowerment represents the volunteer’s capability on decision making about how to spend his or her leisure time, which is representative of altruistic motivation. Support consisted of both the educational and emotional support gained from the volunteer assignment which relates most directly to material motivation. Team integration refers to the social aspects of the task, including relationships with 15.

(28) other volunteers, staff, and clients which relates mostly to social motivation. Communication quality refers to the amount of information, sufficiency of information flow, clarity of information, content of the messages, recognition, feedback, and method of communicating these messages. Communication quality, would affect all three types of motivation, as communication is core to all dimensions of volunteer satisfaction. Boezeman and Ellemers (2008) indicated the importance of organizational support for volunteer retention, which suggests that satisfaction with support may be positively related to retention. Sandelands and Boudens (2000) suggested that relationships are important in job satisfaction for businesses and satisfaction with integration is also likely related to volunteer retention.. Team Level To better the quality and efficiency of volunteer’s service, the organizations will from a team for volunteers to work with each other. There will be someone who in charge of the team and allocate all the tasks for volunteers. This person can be an experienced volunteer who has been working for the organization for a long time. He or she is likely to be familiar with the job content within the organizations. Further. This person can also be the paid employee in the organization who is familiar with all the tasks like an experienced volunteer. Both types of workers with knowledge and experience are likely to lead the team. Leadership. However, the interaction between volunteers and volunteers or between volunteers and their team leaders may cause conflictions. Those conflictions may influence volunteers’ intention whether to stay or leave the organizations. Hustinx (2010) stated the result in his research, “The bad atmosphere in the volunteer group had made them decide to leave. Gossip, quarreling, a lack of team spirit, envy and competition, or implicit norms and judgments about the nature and intensity of 16.

(29) participation hampered volunteers’ enthusiasm” (p.15) The studies of “Retention and Recruitment for the Volunteer Emergency Services” which conducted by the U.S. Fire Administration (2007) also talked about the problems within a team which will influence volunteers’ retention. U.S. Fire Administration pointed out that most retention and recruitment problems can be traced back directly or indirectly toward leadership problems. There are three factors they found out which can directly influence the volunteers’ retention. (p.30) 1.. Poor leadership and lack of coordination. 2.. Authoritarian management style. 3.. Failure to manage change. Poor leadership and lack of coordination refers to the situation like the lack of direction given to members, new members in particular. The new comers (volunteers) need direction, especially in terms of training. If the new comers are not provided the initial directions, they usually turn out frustrated and have the intention to quit. Authoritarian management style refers to a dictatorial leaders may provoke members’ intention to leave. Volunteers feel they are given enough orders in their daily jobs, and prefer not to have every action dictated by their leader. Volunteer members want to feel the sense of “ownership” in the organization. In other words, they want to have a sense of worth and feel they are using their talents. They cannot be treated poorly or looked down upon. Failure to manage change refers to the significance of communication. All the information related to organizations must be communicated fully and clearly to each member in the team or organization. This will be one of the duties that a leader should since he or she is on the behalf of part of the organization. The failure of communication flow will only lead to gossip, hypothesizing, lower morale, and suspicion. Further, poor communications are largely the sign of an authoritarian manager who is a weak leader. 17.

(30) Partnership. There’s another situation may influence volunteer retention when volunteers working as a team. Most health care facilities and hospitals rely on the help from volunteers to make up for the shortage of human resource. Handy, Mook, and Quarter (2007) stated,“The paid staff and volunteers work as a team, both covering the same tasks during very busy times”(p.10). They also mentioned that, “The tasks in the emergency department are interchanged between paid staff and volunteers, the latter being retired health care professionals. These volunteers are highly skilled, comfortable in this setting, and used to working with medical and nursing teams. Their main role is to provide assurance to the patients and their families and demystify the entry process to emergency care by explaining wait times, providing information on procedures, and advocating on behalf of the clients to make the experience as painless as possible. This goal is identical whether it applies to volunteers or staff” (p.10). From the previous example of volunteers working as a team, there’s a research explained this kind of relationship; and that is partnership. This kind of partnership can be divided into three levels which are cooperation, coordination, collaboration (Huang, 2004).. 18.

(31) Table 2.1. The Human Resource Management of Nonprofit Organizations- Partnership and Values Levels 1- Cooperation. Content It’s an informal and temporary partnership with no specific. job. mission,. structure. or. plan.. The. partnership between volunteer and organization will end up when the assigned work is done. 2- Coordination. Volunteers are expected to be involved in the vision and mission of organizations. They are willing to develop trust and partnership with other volunteers or employees within the organizations.. 3- Collaboration. It’s a long-term partnership with mutual mission which developed by volunteers and organizations by integrating. their. background,. experiences,. professionals. Such a partnership requires specific plans and the explicit communication channel. Further, volunteers with strong coherence toward organization must fully involve themselves in planning. the. work. program,. structure,. and. communication channel. Note. Adapted from “The human resource management of nonprofit organizationsPartnership and Values,” by the CEO of Asia-Pacific Public Affairs Forum (APPAF), Huang, 2004. Copyright 2004 by Animal Protection Public Forum Conference Proceeding.. 19.

(32) The three kinds of partnership mentioned above explain the different extent that how consensus built between volunteers and organizations. As the figure 2.2 was shown below, the cooperation partnership is built on the simple mission. There are different objectives to achieve between volunteers and organizations. Yet both of them can form as a team when there’s a short-term project. As for the coordination partnership, volunteers are expected to be involved in the vision and mission of organizations. They are willing to develop trust and partnership with other volunteers or employees within the organizations. The last step to the top of the pyramid is the collaboration partnership. The last step requires that volunteers must take much time to fit into the organizations. The longer time they make themselves fit into the organizations, the more skills and professionals which qualified for the organizations they improved. Furthermore, the outcome of these knowledge and experience makes a mature performance to fill the gap which cause by the social system failure. Most of the nonprofit organizations hope to develop a long-term partnership with strong cohesion between volunteers and organizations. To sum up, the three kinds of partnerships not only explain the different extent of partnership be built, but also give a picture for organizations to think about how to make use of these partnership to form an efficient team to reach the goal.. 20.

(33) Collaboration. Coordination. Cooperation. Figure 2.1. The pyramid of three kinds of partnerships between volunteers and nonprofit organizations. Adapted from “The human resource management in nonprofit organizations- Partnership and values,” by the CEO of Asia-Pacific Public Affairs Forum (APPAF), Huang, 2004. Copyright 2004 by Animal Protection Public Forum Conference Proceeding.. Organizational Level The organizational level refer to the people who in charge of the management in the nonprofit organization. These people may be the board of directors of voluntary service organizations who pays concerns to the society issues. They do have ambition and aspiration to better the society. Yet the ambition and aspiration may not help them to operate an organization. Under the circumstance of relying much workforce from volunteers, they have to design attractive and practical job content or strategies based on the knowledge of management to appeal more volunteers to join and to stay with them. Given the benefits of the valuable and unique human resource of volunteer, 21.

(34) organizations are aware of the key factor to their success is the effective recruitment and retention of volunteers. Some studies suggest that organizations should pay attention to the motives of volunteers. Most volunteers share the same persuasion of altruistic when helping people. They are the people who desire to feel helpful and productive; and social rewards (i.e., sense of belonging, meet new people). While with the understandings of these motives is helpful when recruiting volunteers, retention of volunteers is equally significant. Well-defined Goals and Strategies On the other hand, there are empirical research studies argued that the establishment of well defined organizational goals and objectives influence employee retention and job productivity.. Figure 2.2. Conceptual model of organizational initiatives and management and non-management retention and turnover relationship. Adapted from “An exploratory study of US lodging properties’ organizational practices on employee turnover and retention.” by Moncarz, E., Zhao, J., & Kay, C. (2009). An exploratory study of US lodging properties' organizational practices on employee turnover and retention. International Journal of Contemporary Hospitality Management, 21(4), 437-458. Copyright 2009 by Emerald Team Publishing, Limited. Figure 2.2 explains a study conducted by Moncarz, Zhao & Kay on high 22.

(35) performance. work. practices. argued. that. making. employees. involved. in. decision-making, goals and the direction of an organization through participation in teams will help increase job satisfaction and reduce turnover. Several scholar researches also found out that other work practices, such as total quality management, result in productivity gains and have a positive impact on motivation and commitment to the organization. Moncarz, Zhao and Kay (2009) summarized previous studies and indicated that organizations incorporate such high-performance work practices are more likely to experience lower turnover rates for non-managerial employees. From the reviewed literatures, the researcher organized some retention strategies that developed for managers in nonprofit organizations to apply. In one hand, these strategies revealed in the related studies shown below were all set up at the organizational level. Cohn, Khurana, and Reeves (2005) recommends the following actions as part of a retention strategy: 1.. Hire for retention;. 2.. Research what people want;. 3.. Structure the organization to allow choices;. 4.. Single out people for special programs.. As how it revealed, the retention strategies starts with the hiring process, and then it narrows down to looking at people’s needs. The following step is about structuring the organization with the purpose that it will allow employees to have options, such as different and personalized benefit plans or career paths and so on. The last action refers to special opportunities (such as promotions, raises, trainings, internships, leaves) that should be tailored for individuals’ needs, and which should not be provided as team programs that do not fit people’s specific needs. The retention strategies developed by Carpenter (2001) with the purpose for the 23.

(36) managers in nonprofit organizations to pay attention and apply included the following actions: 1.. Talent selection (use the proper hiring procedures to hire the most suitable, highly talented employees);. 2.. Achievement support (make clear the performance expectations and help the employees to reach them);. 3.. Learning and professional growth (provide opportunities to grow within the organization);. 4.. Ensuring recognition (use recognition tools, but adapt them to each individual’s needs);. 5.. Nurturing careers (provide opportunities to build a career in the organization);. 6.. Team collaboration (supports the teams and helps the teams’ members to work together). To sum up, the organizations should come up with the solutions strategically about retention and they should be cautious in the selection of the tools of retention which should be designed and structured by the organization and the employees’ needs. Furthermore, Beudean (2009, p.4) suggested that “At the base of all the tools and strategies of retention is the relationships built between the employees and employers and among the employees themselves. If these relationships are not perfectly understood or are neglected, then no strategy can help to retain the employees. In other words, each strategy should be applied taking into consideration these relationships.” She even indicated that the most focal point of a relationship’s persistence is to be committed to the relationship. Therefore, organizational commitment is an important factor in the retention process. Both the employees and the employers should be committed to the relationships. They ought feel linked and 24.

(37) determined to keep the connection recognized between them. To sum up, she summarized the significance of developing retention strategies and building up a relationship by making organization and workers committed to each other. The presupposition of developing effective retention strategies is building up a relationship with strong commitment between volunteers and organization.. Practical Remedies for Retaining Volunteer In this section, literature of retention strategies developed by Taiwan government and HR professional are reviewed for proving the application of retention strategies in the previous literature. Furthermore, the researcher will make a comparison with the reviewed literature and the result of this research to see what else has been done to retain volunteers. The Social Administration Organizations which belongs to the Ministry of the Interior put into practice on the volunteer management issue. The “Harmony Program” was developed by Social Administration Organizations in 1995 (has been transferred to the Ministry of Health and Welfare) with the purpose of managing volunteers through a systematic way. The policies of Harmony Program are shown below: 1. Participants: People with enthusiasm on voluntary job and are willing to make use of their free time on providing their service to the society. 2. Duty Assignment and the Organization Connection: Volunteers will be working as a team which consists of twenty or more than twenty volunteers and is led by a leader and a vice leader. After applying and joining this program, they will have to directly report to the municipality directly under the jurisdiction of the Central Government for further reference. The local competent authority have to hold a regular meeting for organizing the issues like relevant researches, coordination, discovering potential social resource and the innovation of social service. Volunteers from different team will have 25.

(38) the chance to meet each other in this regular meeting. The team members will be divided into several groups for in charging of different things. Attending regular voluntary service trainings like cognition training (36 hours), advance training (72 hours), self-development training, and leadership training is required for each team members. These four trainings with well-defined objectives were set up gradually for improving volunteers’ skill and knowledge and remains flexibility to adjust based on volunteers’ needs. 3. Implementation: The leader and vice leader from each team will receive certificates and team flag from the Ministry of the Interior. Meanwhile, each team member will be given a uniform for them to show their morale. According to the International Volunteer Day, the local competent authority will hold activities on the first week in December annually to promote voluntary service. 4. Reward: If a volunteers’ serving time last for more than 1,500 hours, he or she can apply for the rewards based on the regulation of voluntary service. The policies were implemented into practical with the concept of human resource management. Government helped to build up a network among organizations to coordinate all the volunteers systematically. The main purpose for setting up this system is to help organizations reduce the influence caused by volunteers’ departure and to retain volunteers by building up the relationship for each volunteers. However, the Harmony Program remained many rooms for improvement. Zheng and Zheng (2003) gave several advices for this program to improve, such as the fairness of distributing budget, the quality of volunteers’ service, the rationality of management, the legality of organizations, the principle of giving rewards, the guarantee of volunteers, the promotion of voluntary service, the incentives of recruitment, teamwork, the balance of each service item. 26.

(39) Except for the perspective from the government, there are researches been done to investigate how organizations retain volunteers. From the reviewed literature, the researcher found out creating a joyful working environment can help to retain volunteers. Thus, except for the monetary feedback from the organizations, what else can make the volunteers feel the sense of joy and worth about their performance? Schwab (2011, p.16) in her article of “Volunteer-Recruit, Place and Retain the Best” indicated several key factors to retain volunteers from the perspective of rewards. First, the managers or the volunteer leaders need to know how to probe into what volunteers like. Second, designing interesting work to challenge volunteers can help to provoke more passion on work. On the other hand, offering volunteers training and the chance to learn new things to fulfill their needs for growth, interaction, and the sense of achievement is the meaningful way to show appreciation. Third, people in nonprofit organization should be truly appreciated to the volunteers’ contribution by having a detailed reason about why the volunteer earn this reward. The link between rewards and the specific contribution should be clear. This is to show that the leader or manager do pay attention and care about volunteers’ contribution. Fourth, every bit of each volunteer’ effort and contribution should be put into record. To do it apparently is to take pictures for them while they working. Fifth, find a pair for volunteers to work with to create partnership like how buddy program is carried out in the team or organizations. The person who is paired with volunteer should be the paid worker in organization. There’s another study focused on creating a working environment with joy. Karl et al. (2008) examined the theory of workplace fun to see whether it could work on nonprofit organization and influence volunteers’ intention to leave or not. The pattern of how workplace fun is carried out while working depends on employees’ attitude and organizational culture. They also suggested that the adoption of fun activities that 27.

(40) are dedicated to recognition, rewards, and improving staff and volunteer relations, managers of volunteers should be able to appeal more volunteers and build the commitment and retention of its existing volunteers. The statement referred that the presupposition of developing workplace fun to retain volunteers is to build up the commitment first with all the volunteers. In conclusion, whether to develop a workplace with joy or to come up with more and more retention strategies, the manager or the leader should care about the needs of their volunteers first. After reviewing the literatures, the researcher is more firmed with the structures of three level adopted in this paper. Moreover, the factors influencing retention of volunteers within an organization were reviewed as the theoretical evidence in this research. Afterwards, this paper aims to see whether these factors exist in the nonprofit organizations connected with this research and to explore any other potential factors which may influence retaining volunteers.. 28.

(41) CHAPTER III. RESEARCH DESIGN. This chapter consists of research methods, research framework, research procedure, data collection, data analysis, reliability and validity.. Research Methods The characteristic of volunteers is much different from paid workers which made the researcher carefully think about the adoption of research method. Volunteers are not allowed to share any benefit from organization, so there’s no monetary compensation system as a linkage for them to organization. Additionally, the participants in this research all come from the field of nonprofit organization, and most of them engage themselves into social work. Bell (2013) summarized several researchers’ ideas about qualitative research and social work and she had the conclusion. The value of much qualitative research in social work can be seen in the act of authorizing marginalized voices and most literature on qualitative research methods adequately attends to the engagement phase of the research relationship perceiving that rapport-building, trust, informed consent, risk assessment, questioning techniques and so on. The participants are therefore required to share their experiential knowledge of the social phenomenon with the researcher. Therefore, the researcher is more confirmed with the adoption of qualitative research method in this paper. Furthermore, multiple-case studies approach will be adopted in this research. The more firm and stronger evidence will likely to be proved by adopting multiple case studies. Table 1.1 showed that there are great amount of nonprofit organizations with various missions have been established. By conducting multiple case studies, the researcher is looking forward to have holistic result with thick description of the real condition. Furthermore, the researcher proposed adopting qualitative research approach in this paper helped to better understand volunteers’ lived experience or any. 29.

(42) other potential elements.. Research Framework The research framework was constructed on the basis of research purpose and research questions stated in Chapter I. This research aimed to explore the factors influencing volunteer retention from the perspective of individual level, team level, and organizational level. Individual level refers to volunteers. Team level refers to two interaction or relationship between volunteers and their leaders, including volunteers and volunteers, and volunteers and their leaders. Organizational level refers to the management layer in an organization.. 30.

(43) Figure 3.1. Research framework. Research Procedure The research procedure in this study contains twelve steps which are described respectively below (Figure 3.2): 1.. Identified research topic Inspired by the experience of being a volunteer before, the researcher adopted the idea and experience from herself to be a foundation of research topic. Afterwards, research topic was officially settled down when the researcher consulting with the advisor and subject matter experts. Meanwhile, the peer comments were also been taken into consideration.. 2.. Research question and purpose 31.

(44) After reviewing the related literatures and taking many advices from the advisor, the researcher had a clear picture to set research question and specify the research purpose. 3.. Determine the research method By the purpose of getting to know the comprehensive information from volunteer and volunteer manager, the researcher decided to conduct a qualitative research to get insightful information.. 4.. Literature review The step for doing literature review was actually implemented throughout the entire process. Seeking more evidence and making them as the foundation for this research will enhance the credibility.. 5.. Set framework Literature review was regarded as fundamental concepts for constructing the framework which included sampling criteria and organizational hierarchy.. 6.. Set sampling criteria The interviewees for this research were divided into two categories: volunteers and managers or people who in charge of managing volunteers. Thus, the sampling criteria for the participants were different.. 7.. Design interview questions Interview questions were developed from research purpose and questions. All the interview questions will be developed within the three levels: individual level, team level, and organizational level.. 8.. Expert review/peer review/pilot test The draft of interview questions was first sent to some volunteers and volunteer manager to have further revision. Meanwhile, the comments from peer review which done by the classmates (especially who used to be 32.

(45) volunteers or the present volunteer) would be taken into consideration. 9.. Modify interview questions The interview questions were revised after receiving the feedback from volunteers, people who manage volunteers, and classmates.. 10. Conduct interview The interview with volunteers and volunteer manager was conducted after the interview questions were finalized. 11. Analyze data All the interview material including records, interview verbatim, and personal observation were organized and generalized for analysis. 12. Conclude research findings This research applied previously reviewed literatures findings of the analysis to meet the research questions in this study. The findings were also dedicated to the people who work in nonprofit organizations and the future research.. 33.

(46) Identified Research Topic. Research Question and Purpose. Determined the Research Method Literature Review. Set Framework. Set Sampling Criteria. Designed Interview Questions Design Interview Questions Expert Review/Peer Review/Pilot Test. Modified Interview Questions ot Test Conducted Interview Analyzed Data. Concluded Research Findings. Figure 3.2. Research procedure. 34.

(47) Research Participants Patton (1990) stated, “Perhaps nothing better captures the difference between quantitative and qualitative methods than the different logics that undergird sampling approaches.” (p.169) Qualitative study typically focuses in depth on relatively small samples selected purposefully while quantitative methods normally depend on larger samples selected randomly (Patton, 1990). Purposeful sampling depends on selecting in formation-rich cases for in-depth study. Information-rich cases refer to those from which one can learn a great deal about issues of focal point to the purpose of the research. There were 12 participants involved in this research. They are volunteers and volunteer administrators respectively. The criterion of selecting participants was set up by the reviewed literatures. According to the article 20 of the present Voluntary Service Act which announced in 2001, January.20th, and volunteers will be awarded a certificate to appreciate his or her effort on servicing year for three years with three hundred hours. On the other hand, volunteers with longer seniority show higher extent of organizational commitment (Wu, 2008). Furthermore, Tsai (2005. p.66) indicated that volunteers with the seniority of three to five years will be more familiar with the management in the organizations. Volunteers with the seniority of more than five years will step back from the first-line and provide their service indirectly. Therefore, in order to realize the retention factors from individual level, team level, and organizational level, the participants in this research are respectively volunteers and volunteer administrators (leaders). The criteria for define these two participants are: (1) volunteers who currently or used to serve in social welfare institutes and groups for three or more than three years. (2) volunteer administrators or leaders who currently or used to serve in social welfare institutes and groups with the experience of managing volunteers. 35.

(48) All the participants were fully qualified to the criteria and were shown in the below table 3.1 and 3.2. Table 3.1. Summary of Interviewees-Volunteers Attended. Interviewee number. Gender. Voluntary experiences. 1. Male. 8yrs. 7. 2. Male. 30yrs. 3. 3. Male. 4yrs. 3. 4. Female. 8yrs. 5. 5. Female. 12yrs. 2. 6. Male. 3yrs. 3. organizations (fixed). The six volunteers here all have great experience participating in more than two nonprofit organizations. There even a volunteer participating in seven social institute or groups. The average time that they devoted themselves into voluntary job are approximately 10 years. The longest seniority is 30 years. Half of them are used to or currently assigned as leaders helping the organizations leading volunteer teams or offering their advices toward management issue because they are much experienced than others. This condition completely responded to the reason why researcher set criteria of the volunteer seniority which should remain 3 or over 3 years. The reason why researcher set the criteria of seniority was proved both in theoretical evidence and the practical.. 36.

(49) Table 3.2. Summary of Interviewees- Volunteer Managers Interviewee number. Gender. Seniority. 1. Female. 5yrs. Current working institute Syin-Lu Social Welfare Foundation. 2. Male. 4yrs. China Youth Corps. 3. Female. 4yrs. Taiwan Fund for Children and Families. 4. Female. 14yrs. Angel Heart Family Social Welfare Foundation. 5. Male. 20yrs. Waker. 6. Female. 10yrs. Chung Yi Social Welfare Foundation. The six interviewees here are all volunteer managers who have great experience managing or leading volunteers in nonprofit organizations especially in social welfare institutes or groups. They all work for different organizations and used to work in more than two organizations before the current one. One of the volunteer managers who currently works in Waker has been devoted him in managing or leading nonprofit organization nearly 20 years. Moreover, he used to work for around six nonprofit organizations before current job. Although, every volunteer manager provided different opinions and feedback toward different issues, the variety was fully formed to support the credibility of participants.. 37.

(50) Data Collection By collecting, organizing, and analyzing the relevant literature including the definition of retention, the factors influencing volunteer retention, and practical remedies for retaining volunteer, the researcher was able to have comprehensive understanding about how theories provide solution to the practical and how they explain the operation to certain situation. In this research, data were collected through in-depth interview, and documents review.. In-depth Interview The method of in-depth interview approach was conducted to collect data. During the process of data collection, the researcher used face to face semi-structured interview. Semi-structured interview method was conducted base on the interview outline developed by the researcher. The purpose was to examine whether interviewee’s statement fits all the questions and check if there’s anything missing. The interviewees were fully given the opportunity to declare his or her opinions. The researcher then developed the interview outline and the whole interview procedure is shown below: a. Input- the researcher would let the participant fully understand about the question they will be asked by sending them the interview questions before the interview. b. Process- use semi-structured interview approach as basis, and recorded the interview content while interviewing. c. Output- Afterwards, the interviewee would receive the script which organized by the researcher to confirm if the content fits what he or she said during the interview.. 38.

(51) Document Review Merriam (2009) indicated that materials regarded as document in qualitative research consists of four types: public records, personal document, popular culture documents, and visual document. In this research, the research reviewed the documents related to retention strategies, such as training program, turnover rate record, exit interview questionnaire, and so on; if they are provided to the researcher. These document will help the researcher better understand the detailed information which have been put into record.. Data Analysis This research was conducted through multiple-case study. Therefore, the researcher simultaneously collected and organized the difficulties of putting them into different categories. According to Creswell (2012) data analysis spiral, there are five steps for analyzing data: (1) organizing the data, (2) reading and taking motes, (3) describing, (4) classifying, (5) interpreting data into codes and themes. The five steps which adopted in this research are described as below: 1. Organizing the data The researcher organized the collected data from in-depth interview and document review. Each interview would be recorded by the digital voice recorder. Afterwards, all the recordings would be transcribed into transcript with detailed information of each interviewee. The collected data from existing document was organized by title, source, and page number. 2. Reading and Taking motes The researcher repeatedly read the transcript and the collected data. Meanwhile, the researcher immersed herself into these data and recorded any thoughts that she came up with. Each memo with notes would be helpful when came to the steps of coding. 39.

(52) 3. Describing The researcher built detailed description for all the collected data from transcript and existing document. 4. Classifying All the collected data was classified into different categories with different themes. This step was conducted until the information of this research reach to a saturated condition. 5. Interpreting data into codes and themes All the texture and visual document would be aggregating into small categories with different themes of information. The themes were sifted, categorized, and finalized into findings in order to response to the research question of this research. Table 3.3 and figure 3.3 explained the process how these steps be conducted when analyzing data. Table 3.3. The Example of Coding Process Interviewee 1. Original data. Coding. I will consider leaving an V1_JS.5 Frustration occur organization when I feel when doing voluntary job frustrated doing voluntary job without being given help from my partners.. 40.

(53) Code. Category. Theme. Dimension. Job Satisfaction. Individual Level. V1_JS.5 Frustration occur when doing voluntary job V1_JS.1 I will leave or lower my participation when I get too much frustration while doing the voluntary job.. Frustration or Challenges. V3_JS.3 Some of the team members left our organization because of the challenges and frustration they met. Figure 3.3. The example of the categorizing process. 41.

(54) Reliability and Validity Patton (2002) stated that validity and reliability are two factors which any qualitative researcher should be concerned about while designing a study, analyzing results and judging the quality of the study. The approaches which adopted to enhance validity and reliability in this research are listed below:. Reliability McMillan and Schumacher (1989) stated that the reliability of qualitative research consists of internal reliability and external reliability. This approaches adopted in this research to maintain reliability was based on the two categories mentioned above. Internal reliability. Internal validity refers to the high consistency of collected data and analyzed data. To better enhance the internal reliability, the research will consistently discuss with peers and advisor when dealing with data collection, data interpretation, and data analysis. Meanwhile, the given document from nonprofit organizations would be consistently reviewed by the researcher to confirm if they were complete and accurate enough enhancing internal reliability. External reliability. The research procedure, interview approach, data collection, data analysis, and the reviewed literature were carefully put into record by the researcher for the future researchers to continually examine the external reliability.. Validity The credibility and transferability were proposed to support the validity of this research.. 42.