Significant Drivers of Nonprofit Volunteer Outcomes

All measures were analysed using multiple regression determine the key workplace drivers of volunteer performance, satisfaction, and health.

Performance

• Higher levels of organisational commitment were reported by volunteers who independently identified mostly with a strong humanistic organisation, those who perceived that their role was clear, and those that actually perceived lower levels of feedback from their supervisor, and lower levels of interpersonal relationships.


• Higher helping behaviours towards co-workers were reported by those also reported higher learning and development opportunities.


• Higher helping behaviours towards the organisation were reported by those independently perceiving lower levels of recognition; higher levels of learning and development opportunities; and higher organisational identity.


• Those perceiving work unit cultures higher in innovation were more likely to report better performance at their roles and helping coworkers.


• Those perceiving higher levels of a goal-oriented work unit culture were less like to help the organisation.

Employee Health

• Better health was reported by those that independently perceived more small changes, but also by those that perceived fewer large changes. Volunteers can cope with small but not large workplace changes.


• The was a trend for higher levels of health when employees perceived lower level of a process-orientation culture, and higher level of goal-orientation in the work unit culture.

Job Satisfaction

• Higher job satisfaction was predicted higher levels of organisational identification.


• Those perceiving higher altruistic work unit culture levels were more satisfied with their jobs.

Turnover

• Employees were more likely to leave the organisation if they did not experience small changes at work placing importance on variety in volunteer work again.


• Those perceiving lower altruistic work unit culture levels were less likely to intend to leave the organisation.

Openness to Change

• For volunteers, those perceiving higher levels of change communication were more open to change.


• Those perceiving higher levels of employee concern in the work unit culture were less open to change.