Why Do People Volunteer?

WHY VOLUNTEER This resource is a guide to understanding what motivates people to volunteer or acts as a barrier to prevent them from volunteering.1

Why Do People Volunteer? They care about your cause. They want to make a difference. It’s a skill they do well or are interested in. They have a friend who volunteers with the program. They want something to do. They are seeking more fulfillment and challenge than their job offers. They want to meet people. There is something in it for them. Their job encourages volunteering. They want to learn something new. They want a new challenge. They want to gain experience to put on a resume or it is a stepping stone to a paid position. They are impressed with the organization and want to be a part of it. Volunteering is a Family tradition. They can get paid childcare and they can get out of the house. They were asked!

Why Don’t People Volunteer? They don’t have time. They don’t want to volunteer; they want to be paid for their time. They may have a negative preconceived idea about your program. They don’t want the time commitment. They can’t come when you need them. They are afraid. They don’t qualify.

The work itself is repetitive, physically difficult, or taken for granted. The describe work is overwhelming. 1 Adapted from Army Family Team Building training materials Family and Employer Programs & Policy (FEPP) Page 1 of 3 There are actual or hidden financial costs. The current volunteers are different demographically from the prospective candidates. Long-time volunteers may have strong personalities and may be incompatible with new volunteers. They were not asked! McClelland’s Motivation Theory2 This motivational theory identifies three distinct characteristics that motivate human beings at different times in their lives and in different activities of their lives. What is your motivational tendency—what moves you to do things and make choices in the workplace as well as in your personal life? Achievement Motivated Goal-oriented Desires to do a good job Desires to achieve unique accomplishments Needs measureable success with check points Likes systems, facts, and figures Wants to advance in career Works well alone Likes to solve problems Sticks to a task until it is complete Demands challenge, responsibility, and recognition

Affiliation Motivated A “people” person Concerned with being liked and accepted Concerned with team working together Needs relationship, socialization Likes to help others Works well with others Likes a personal relationship with supervisor Very sensitive to the needs of others

Power Motivated Needs to impact and influence Likes to lead, give advice Wants prestige and job status as leverage to get things done Likes to change others’ minds Likes to persuade, enjoys teaching others Loves to motivate, create, challenge, and innovate Balances people/programs to achieve goals Concerned for reputation, name attached to work Can work alone or in groups Empowers others Likes to tackle “impossible dreams”

2 McClelland’s Motivation Theory Family and Employer Programs & Policy (FEPP) Page 2 of 3 Generational Influences3

Baby Boomer Generation X Meditating, Silent Millennial Born: Born: Born: Born: 1929-1946 1982-2001 1946-1964 1965-1981 Assemblin Fundraisin Short-term People- g mailings, g and roles with oriented staffing coordinati a focus on roles, soup ng big environme including Preferred kitchens, events nt, kids, literacy, Volunteer bringing and safety, and Roles volunteer animals roles with work to a personal organizatio touch ns Location is safe, Skills needed Mission of the Mission of the close to home, in Time required organization organization the community Enjoys the work Targets audience Targets audience Impacts the Contributes to a Contributes to the Developing new Amount of time Decision to greater good greater good skills involved Volunteer Enjoys the work Will it be fun? Organization’s reputation Supervision style Respectful, Delegation Low-key style, Show respect, supervisory, make leadership and casual, delegates don’t stereotype, Supervision sure that they authority, team tasks be sensitive to Style understand what player attitude their issues, Preferences they’re doing needs, and concerns Word of mouth, Print, word of Website, word of Direct contact, Marketing flyers, mailings mouth, direct mouth, direct website, word of Preferences contact contact mouth

3 Adopted from Ken Culp, III, Ph.D.

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