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Resource constraints in the Canadian publicly funded healthcare system have created a need for more volunteer leaders to effectively manage other volunteers. Self-concept theory has been conceptualized and applied within a volunteer context, and the views of healthcare stakeholders, such as volunteers, volunteer leaders, and supervisors, triangulated to form an understanding of the attitudes and behaviors of volunteer leaders. We propose that leaders are differentiated from others by how they view their roles in the organization and their ability to make a difference in these roles. This interpretation can be informed by self-concept theory because each individual's notion of self-concept influences how employees see themselves, how they react to experiences, and how they allow these experiences to shape their motivation. A small case study profiles a volunteer leader self-concept that includes a proactive, learning-oriented attitude, capitalizing on significant prior work experience to fulfill a sense of obligation to the institution and its patients, and demands a high level of respect from paid employees.

There is a growing awareness that philanthropy and making donations reflect forms of action that remain distant from communities and may be assumed to generate lesser impact. To this end, some companies have made visible efforts to respond to a need to reinvent their forms of interaction with society so as to ensure direct involvement, stronger both in the bonds created and the level of intervention engaged in. It is within the scope of this challenge that corporate volunteering (CV) is located.

Forward-thinking companies are interested in promoting Corporate Social Responsibility (CSR) while remaining profitable. Some critics have raised concerns regarding the motivations of companies that engage in CSR, suggesting that inauthentic efforts are little more than “green-washing.” However, when efforts are integrated into the core values of a company, it is likely that CSR can result in important benefits for companies and communities. In this study, we present a case study of Cotopaxi, an outdoor products company located in Salt Lake City, UT. During the early spring and summer of 2016, Cotopaxi developed a computer coding and filmmaking workshop for refugee youth to assist them in learning marketable skills for future employment. During the course of the workshop, the authors volunteered with individuals from Cotopaxi, Adobe, Goldman Sachs, and local universities to assist in the workshop. We interviewed volunteers to determine what motivated them to participate. By analyzing the interviews, we identified three specific volunteer types: Experienced Volunteers, Kindred Spirit Volunteers, and Emerging Volunteers. We suggest that by understanding these volunteer types, organizations can leverage overlapping values between volunteers and the organization to create more authentic CSR efforts.

In the present times, volunteers constitute a critical element of the human resources (HR) of non-profit organizations. All over the world, non-profit organizations work in complex environments, which are why non-profit organizations are facing increasing pressures to adopt contemporary HR management practices, not just in terms of their paid employees, but also with respect to managing their volunteers. It is frequently believed that volunteers are central to the functioning of non-profit organizations. Volunteers perform their responsibilities for the non-profit organization only because they care about its beneficiaries; however, a vital part is played by HR in facilitating their involvement, dedication and efficiency. Previously, non-profit organizations concentrated on developing and executing their objectives for the future; however, they are now starting to accept the significance of adopting a more professional approach regarding managing the volunteers so as to accomplish those objectives. In this regard, the purpose of the chapter is to: (1) analyze the factors that encourage volunteering in non-profit organizations; (2) offer theoretical anchoring through which it can be comprehended how HR practices draw, involve and sustain volunteers; (3) describe the HR practices that are most appropriate for volunteers and (4) offer the pathway for subsequent research regarding how HR and volunteering are related to each other.

The study reported in this chapter was designed to investigate how managers representing public relations (PR), human resources (HR), and corporate social responsibility (CSR) departments use their organizations’ CSR initiatives to attract, engage, and retain job-seeking Millennials. To direct attention to a region that has been plagued with employee attraction and retention issues, this study focused this phenomenon as experienced by organizations located in the state of Michigan. Findings identify ways PR, HR, and CSR departments work together to infuse work cultures with CSR thinking. Four main themes and 14 subthemes emerged among interview data – suggesting that employee recruitment activities should evolve to more fully consider CSR in terms of employee value propositions, organizational culture, and empowering and developing employees.

Spirituality refers to the relationship that individuals have with something greater than themselves. It is an inner experience that includes a sense of transcendence, a connection to a higher power, or a sense of purpose or meaning. Nonprofit organizations can be defined as a unique category of organizations whose primary goal is not to make a profit. They represent a wide range of collective action and have long been collaborators with public governance systems in both developed and developing economies.

In the current socioeconomic structure, nonprofit organizations have become prominent policy actors, responsible for producing and distributing goods and services. To fulfill their responsibilities, these organizations rely on spirituality as a means of obtaining resources.

While contemporary nonprofit organizations have evolved from religious charities of the past, it would be incorrect to suggest that religious influences have disappeared completely. In fact, today's nonprofit organizations and charity sector exist on a spectrum that can be defined along a religious – secular axis, under the influence at different levels.

As modern nonprofit organizations are directly affected by contemporary organizational processes and principles, it is essential to examine spirituality in such organizations, regardless of whether they are religiously affiliated or not. This chapter examines the relationship between spirituality and nonprofit organizations, while also assessing their organizational effectiveness, career opportunities, leadership approaches, teamwork, job satisfaction and job dedication, in terms of spirituality and spiritual intelligence not only from a religious and cultural perspective, but also from an organizational one.

Increasingly, corporate philanthropy includes not only monetary donations, but also employees' service contributions to community projects. Using concepts from role theory, this paper proposes that employees' readiness to volunteer interacts with their perceived link between company-sponsored community service and salient organizational rewards and resources to moderate the impact of their community service participation on their job attitudes and on the community recipients they serve. Specifically, we propose that to the extent that employees have lower readiness to volunteer, their compliance with community service role expectations so as not to forfeit organizational rewards will increase their person-role conflict, which will, in turn, negatively affect their job satisfaction and organizational commitment and their treatment of community recipients; and to the extent that employees have higher readiness to volunteer, they will, regardless of their perceptions of the link between service and organizational rewards, derive from their company-sponsored community service a sense of person-role congruence that will enhance their job satisfaction and organizational commitment and foster their caring and helpfulness toward community recipients.

The chapter develops a typology of eight different expected employee communication roles based on literature in public relations (PR), corporate communication and related fields. As PR professionals are increasingly taking on a coaching and training role, and communication technology has made employees more visible and approachable, employees more and more take on active roles in the communication with external publics. While PR professionals’ roles are conceptualized fairly well, no framework exists that describes the many communication roles that employees play in contemporary organizations. In the chapter, it is found that employees externally (1) embody, (2) promote, and (3) defend the organization. In addition, employees use communication to (4) scout for information and insights about environmental changes, and (5) build and maintain relationships with stakeholders. Internally, employees use communication to (6) make sense of information, (7) initiate and stimulate innovation, and (8) criticize organizational behaviour and decisions. The typology highlights that employees increasingly fulfil the tactic communication roles as producers and executers of corporate communication as social media have made them more visible and approachable. The communication roles require considerable tactical skills and resources on the part of employees, which they may not always possess sufficiently. PR professionals can play a coaching role in terms of helping employees frame content and communicate in a manner appropriate for the organization, the context and the media. The chapter can help PR professionals and scholars understand the changed role of PR professionals, as well as the changed relationships between organizations and their environment, in the context of dissolving organizational boundaries.