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Voluntary organisations are an integral part of community care, and the available research indicates the value of their social support role. However, surprisingly little is known about the forms and functions of this support, or the links to the formal support provided by the National Health Service (NHS), so hampering quality improvements. Therefore, a small sample of voluntary service organisations in one English county participated in a pilot study. This involved the staff and users of these organisations, and a geographically linked sample of NHS mental health professionals. Interview data indicated that the voluntary sector users and staff held similarly positive views of the appropriately varied forms and functions of the provided social support, and all participants held unusually similar and positive views of their links, although areas for improvement were suggested by both groups (e.g. links to GPs).

This paper seeks to examine the practice of human resource management (HRM) in the UK voluntary sector. In recent years many voluntary sector organisations have experienced a changing context, where they have become increasingly involved in contracting for the provision of publicly funded services. This paper examines the suggestion made by a number of commentators that as a result the government has exercised influence over the way in which human resources are managed in this sector.

The paper uses data from the Workplace Employment Relations Survey 2004 (WERS 2004) to examine HRM practice in the voluntary sector and compares this with the public and private sectors.

The findings show that most voluntary sector organisations have adopted performance‐oriented HR practices, communication and involvement schemes, and welfare‐oriented practices. This suggests a departure from the relatively unsophisticated HRM that has traditionally been found in the voluntary sector and which may be as a result of the influence of government on HRM standards in the sector.

Future research, which adopts a longitudinal approach, would allow the impact of government influence on HRM practices in the voluntary sector to be examined in more depth.

This paper represents a rare examination of HRM practice across a wide range of voluntary sector organisations and provides insight into the potential influence of government on HRM in the sector.

This study examines the link between vacations, parental leave and voluntary turnover among Canadian organizations in the Information and Communications Technology (ICT) sector.

The empirical analysis is carried out using firm-level data sourced from a survey that was completed by HR managers of 125 ICT firms operating in the province of Quebec (Canada).The organizational voluntary turnover rate was used and was obtained by dividing the number of employees who voluntarily quit an organization within the last year by the total number of its employees. Based on ordinary least squared estimates, results were generated by regressing voluntary turnover rate on vacation and parental leave.

Vacation, operationalized as the average number of annual vacation days, is negatively and significantly associated with the voluntary turnover rate of the ICT organizations surveyed. Parental leave, operationalized as the percentage of salary reimbursed during parental leave, does not significantly reduce voluntary turnover in the ICT organizations surveyed.

In light of the results of this study, if organizations in the ICT sector, in Canada or abroad, desire to reduce voluntary turnover, compensating employees through the use of additional vacation days appears to be a viable approach.

This research constitutes an empirical test of the link between turnover and two compensation practices adopted by firms. To our knowledge, there is no prior scientific evidence on that subject in the Canadian ICT sector.

There is still no universal definition of the third sector in Europe, but it can be seen as including all types of non-governmental not-for-profit entities such as non-profit organizations, mutuals, cooperatives, social enterprises and foundations. This article attempts to make sense of the current shifting conceptualization of the third sector in Europe. It is based on short country summaries of the images and concepts of the third sector in 13 European countries by EMES Network’s members, first presented in 2008 (Defourny and Pestoff, 2008; nine of them were recently revised and are found in the appendix to this article.). The perception and development of the third sector in Europe is closely related to the other major social governance institutions/mechanisms, like the market, state and community and through the third sector’s interaction with them. Moreover, many third sector organizations (TSOs) overlap with these other social institutions, resulting in varying degrees of hybridity and internal tensions experienced by them. TSOs can generate resources from their activities on the market, by providing services in partnership with the state and/or by promoting the interests of a given community or group. The country overviews document a growing professionalization of TSOs in most countries and a growing dependency of public funds to provide services. This has important theoretical and practical implications for orienting the articles included in this book. Thus, it can provide a key for better understanding the discussion and analysis in the remainder of this volume.

Volunteer organizations, where there is no employment relationship between the member and the organization, represent an interesting context in which to explore the effects of leadership and organizational commitment. We present the results from a study of 212 Canadian volunteer leaders from an international social/charitable organization. Volunteer leaders were more psychologically involved and committed to their organization than comparable leaders from a trade union. The volunteer leaders rated higher than their union counterparts in transformational leadership and socialization. Union leaders were more transactional and held stronger Marxist work beliefs. Both volunteer and union leaders reported similar humanistic views on work. There were no differences with respect to inter‐role conflict that both types of leaders experienced. Discussion of the results focuses on application of these findings to changing organizational environments and their interaction of work and non‐work issues.

Since the 1980s, public policy developments have promoted the role of the voluntary sector in a variety of UK settings. In parallel, there has been a growing interest in the impacts of employment relations regulation. This paper combines these themes by exploring the impact of the Employment Relations Act (1999) on the Scottish voluntary sector. Provides evidence, based on data from larger voluntary organisations, that the legislation has potential impacts, particularly regarding unfair dismissals, trade union recognition and parental leave. An underlying issue is the emergence of personnel management capability in conditions of increasingly complex labour market regulation.

Considers the thousands of organisations in the voluntary sector and explains how such a diverse group of organisations can overcome the hurdles that might stand in the way of improvement. Mentions somepressures, arising from the recent recession, for these organisations to improve quality. Assesses the capability of some quality models to fit voluntary organisations. Advances some strategic options for the whole sector.

The evolution of European Union (EU) toward a real political integration cannot omit the importance of building a European civic culture. Generating civic virtues is directly linked to the establishment of associative networks. In this sense, voluntary organizations, as “schools of democracy,” work as one of the main channels and mechanisms, from liberal tradition as well as republican one, to improve the quality of democracies.

Some works have already argued that involvement in voluntary organizations presents positive effects on several elements that shape political culture in a country, by increasing political interest in public affairs, growing individual political efficacy, encouraging people to put in practice a broader socio-political activism, etc. Only by this way, it is possible to create a genuine “European public sphere,” where public debate and independent judgements can exist beyond EU institutions.

From that theoretic framework, this document expounds the connections between socio-political participation in voluntary organizations and some elements of political culture linked to civic skills. The first wave of the European Social Survey (2002–2003) will be used as the main data source for a comparative analysis among more than twenty European countries.

The aim of the present study is to examine, in detail, the magnitude and profile of police turnover across Australasia.

Sworn officer turnover statistics (total separations and voluntary resignations) for four financial years were collected from all Australian and New Zealand police jurisdictions. Comparisons were made with the Australian and international public sector. The age and years of service of resigning officers were also obtained.

Despite concerns about the high level of turnover, benchmarking data showed that total police turnover was lower than in other Australian public sector organizations and comparable with that in international public sector organizations. Voluntary resignations were also lower in policing than in the Australian public sector, but higher than in the international public sector. Further, resignations were the major form of turnover, and female officers resigned at a higher rate than male officers with a peak in the 25‐39‐year age bracket.

Although, over the last few years, turnover within Australasian police organizations has been low, the high proportion of resignations suggests that it is possible to achieve further reductions. This finding has an important implication for police agencies currently experiencing difficulty in maintaining sufficient numbers; namely, that the overall turnover rate in police organizations should be responsive to organizational initiatives. Police jurisdictions should therefore endeavor to investigate the causes of voluntary resignation to inform strategies to minimize avoidable turnover.

In addition to highlighting a variety of issues relevant to the consideration of turnover within policing, the present study obtained objective and reliable data to challenge the alleged problem of high turnover within Australasian policing. The benchmarking conducted here offers a detailed insight into the nature and extent of voluntary turnover within Australasian police organizations, and provides clear directions for future work in this area.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.