Volunteers in the Public and Nonprofi t Sectors 129
tasks. Those working for social service or public organizations may need
to receive training in appropriate laws or policies, such as client confi -
dentiality, what to do in case of an emergency, or how to handle citizens ’
questions or complaints.
Alexander (1991) found that the organizations with the most formalized
training and orientation programs had the least turnover. These programs
not only teach volunteers necessary skills; they also serve to clarify expecta-
tions and integrate volunteers socially into the organization. Orientation
and training programs reinforce agency expectations.
Research studying agency commitment as applied to volunteers indicates
that pride and respect in volunteer policies lead to greater commitment
and can minimize the reliability problems that often exist with volunteers
(Boezeman & Ellemers, 2007).
Volunteer Recognition
Volunteers and the paid staff who supervise them should be recognized
for their efforts. Recognition impresses on volunteers and paid staff that
the organization appreciates their contributions. Research by Cnaan and
Goldberg - Glenn (1991) indicates that volunteers not only give to the
organization, but they also derive rewards or satisfactions from volunteer-
ing. Some of these rewards and satisfactions are intrinsic, an inherent
part of doing the job, such as the satisfaction of task accomplishment,
self - development and learning opportunities, self - fulfi llment, opportu-
nities for social interactions, and the opportunity to help other people.
Other rewards and satisfactions are extrinsic, that is, external to the work.
These rewards are reinforcers that are controlled by the agency: tokens of
recognition that compliment volunteers for jobs performed well, including
letters of appreciation, awards, and pictures or articles about the volunteer
published in the newspaper or agency newsletter. Praise from supervisors
and the paid staff, the opportunity to train other volunteers, and expanding
a volunteer ’ s area of responsibility are some intangible rewards that agencies
often bestow on volunteers.
Because individuals volunteer for different reasons, organizations
must be prepared to recognize them in a variety of ways. Suggestions made
by Boezeman and Ellemers (2007) to enhance pride and respect include
providing volunteers with concrete feedback about the success of their
efforts — for example, an article in the newsletter describing the amount
of money collected or the projects supported. If possible, arrange an informal
