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There are different types of non-profit organisations (NPOs) characterised by the different extents of their volunteer management practices. In addition, the use of volunteer work measurement tools is infrequent among these organisations, especially in contexts where NPOs face no obligations or standard practices in this area, such as in Italy. The literature has stated that volunteer programmes and activities are effective if a NPO is highly structured and employs good volunteer management practices and that the measurement of volunteer work may increase the effectiveness of such programmes; this is frequent, for instance, in US NPOs. However, what would occur if a NPO introduces the measurement of volunteer work in a context where volunteer management is not highly structured, such as in Italy?

To study this topic, we adopt the quasi-experimental approach to examine six Italian voluntary organisations (VOs) based in Abruzzo. The treatment consists of the gradual introduction of volunteer work measurement tools to the managers and volunteers who work for the selected organisations, as well as the observation of the early impact of this treatment on the effectiveness of volunteer programmes and activities. This paper aims to discuss the issue of the implementation of measurement tools for effectively managing volunteer services in two different contexts: Italian and US NPOs.

Our findings have practical implications, especially with regard to the management of relatively unstructured volunteer organisations that would like to introduce new tools of measurement but do not have the necessary skills to do so. We also wish to show in this work how some organisations are implementing these tools and highlight the initial effects produced by this implementation process.

This study is innovative, particularly for contexts in which there are no obligations and customs with regard to the measurement of volunteer work.

The purpose of this paper is to complement and test prescriptive volunteer management proposals by examining how volunteers are actually managed and exploring factors other than prescribed best practice to assess volunteer management effectiveness.

The authors use qualitative methods to study five Portuguese non-profit organisations, selected for having active volunteer programmes while presenting diverse sizes, organisation styles and levels of reliance upon volunteers. Interviews were conducted between February and August 2011 with board representatives, volunteer managers and volunteers.

This paper assesses volunteer management practices in these organisations, and further identifies a number of interrelated dimensions affecting volunteer programme success, namely: centrality, formalisation, professional support, sustainability and a minimum set of practices. It also uncovers weakness points that inhibit further development, including lack of a strategic approach and limited capacity to diversify sources of financing.

This is an exploratory study, with a limited number of cases and interviews.

This study may help volunteer managers focus their attention in aspects other than prescribed management practice. Although a minimum set of identified practices are vital, the dimensions it uncovers have a pivotal role in the success of volunteer programmes.

This set of intertwined dimensions has not been specifically addressed in the literature. They go beyond the more conventionally prescribed volunteer management practices, and provide a promising framework for analysing the effectiveness and sustainability of volunteer management.

The purpose of this paper is to explore the links between various characteristics of hospital administration and the utilization of classes of volunteer resource management (VRM) practices.

This paper uses original data collected via surveys of volunteer directors in 122 hospitals in five Northeastern and Southern US states.

Structural equation modeling results suggest that number of paid volunteer management staff, scope of responsibility of the primary volunteer administrator, and hospital size are positively associated with increased usage of certain VRM practices.

First, the authors begin the exploration of VRM antecedents, and encourage others to continue this line of inquiry; and second, the authors assess dimensionality of practices, allowing future researchers to consider whether specific dimensions have a differential impact on key individual and organizational outcomes.

Based on the findings of a relationship between administrative characteristics and the on-the-ground execution of VRM practice, a baseline audit comparing current practices to those VRM practices presented here might be useful in determining what next steps may be taken to focus investments in VRM that can ultimately drive practice utilization.

The exploration of the dimensionality of volunteer management adds a novel perspective to both the academic study, and practice, of volunteer management. To the authors’ knowledge, this is the first empirical categorization of VRM practices.

The use of volunteers is one of the approaches to capacity building, preparedness and the response of the health system in disasters. Appropriate management of volunteers during disasters and emergencies is essential. This study aimed to explain the challenges of volunteer management in the Pandemic COVID-19 in Iran.

Qualitative research was conducted using the content analysis based on the Graneheim method. The participants' selection was done based on purposeful sampling and theoretical sampling until data saturation. Direct field observation and 26 interviews were applied to collect data.

Four categories and 15 sub-categories emerged to describe the challenges of volunteer management during the COVID-19 crisis including policymaking barriers (including legal barriers, insurance and support coverage and risk governance), managerial barriers (including planning, coordinating and organizing, training and awareness, command and leadership and information management and documentation), socio-cultural barriers (personal safety attitude and culture, attitudes and expectations of the community and perspectives on volunteers) and executive-operational barriers (monitoring and evaluation, cost and needs assessment).

It is essential to increase managers', officials' and volunteers' perceptions of COVID19 risk through education and information. Preparing a database for volunteers' information, including non-governmental organization and governmental organization volunteers, planning for needs assessment, establishing a mechanism for recruiting volunteers and using their capacities and appropriate organizing, tracking and monitoring of volunteers can be among effective strategies.

This study seeks to understand the relation between public volunteerism and the role of local government agencies to attract and manage volunteers.

The study is based on purposive sampling, comprising 37 cities within a 50‐mile radius around Cincinnati, Ohio, USA. Administrators in these cities responded to an e‐mail survey. The study also uses a content analysis of homepages of the sample cities.

While volunteerism is found to be widely valued, most agencies also seem to underutilize their capacities in attracting volunteers and valuing their contributions. This is particularly reflected in their homepage design. There also seems to be an underutilization of volunteers in emergency management and homeland security‐related programs.

The paper offers an analytical frame to apply professional management tools that can be replicated in other contexts of volunteer management. The study also makes an empirical case for integrating volunteer management in agency activities and in their web sites. This requires giving systematic organizational attention and support to improve volunteer management.

The study makes a small contribution to volunteer management literature by adopting a replicable framework of professional management and offering an empirical snapshot of the status of volunteer management in local government agencies.

The focus of this paper is to provide the profession of volunteer administration (VA) a model outlining theoretical dimensions of the discipline. The dimensions provided include the (a) processes, (b) discipline, (c) foundations, and (d) theoretical base. Volunteer administration is the set of associated processes of operating a volunteer program. Included are a compilation of competencies identified by the Association for Volunteer Administration (2001) and 13 professionals that participated in a study conducted by Boyd (2002). The seven processes are Commitment to the Profession, Organizational Leadership, Systems Leadership, Accountability, Management Skills, Personal Skills, and Organizational Culture. The foundational disciplines are Leadership and Management, Community Development, and Teaching and Learning. Psychology and sociology provide the empirical evidence that supports the foundations and processes of VA. Professionals should look deeper into the theoretical base of VA, in order to develop and encourage focused research initiatives and academic curricula for volunteer administrators.

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 purpose of this paper is to implement an activity support system for volunteer fire corps using Web-GIS technology.

In this study, the authors implemented a volunteer fire corps activity support system comprising a dispatch request system, a water sources geographic information system, a fire-vehicle location confirmation system, a route history system and an integrated management system. They implemented this system as a Web application in consideration of responsive design assuming that it is used on mobile terminals.

To evaluate the effectiveness of the proposed system, the authors conducted a survey of 18 fire corps volunteers who were asked to evaluate the system for operability, relevance, functionality, usability and effectiveness.

In this research work, the authors implemented the volunteer fire corps activity support system using Web-GIS technology. The authors conducted a questionnaire survey of the volunteer fire corps activity support system, asking 18 fire corps volunteers to evaluate the system for operability, relevance, functionality, usability and effectiveness. The results of the survey indicate an overwhelming positive response to the volunteer fire corps activity support system for all five measures.

Increasingly, post credit crunch, organisations are seeking to develop new ways of attracting, recruiting and retaining staff in the UK high street for less or even no financial reward. The aim of this paper is to investigate volunteerism and volunteer management, based on an exploratory case study of two British Red Cross (BRC) shops. It also aims to examine the reasons why people volunteer and why they keep doing so in the context of BRC, as a charitable organisation.

An exploratory case was used to gain an insight into how BRC recruit and retain volunteer staff. This was achieved by interviewing volunteers and the shop management personnel. An overview of BRC structures, strategic direction and views on volunteerism is also developed as part of the case study.

Exploratory findings from the research show that people decide to volunteer mainly for a variety of reasons such as social interaction, to carry out work that is valued in the local community and for self‐satisfaction. Volunteer satisfaction is derived from helping BRC to help others and also being part of The Red Cross. Volunteer retention is attributed to a proactive management style in terms of creating a favourable work environment. The shop manager's leadership skills are crucial in establishing a friendly and positive attitude towards volunteers. In addition, youth volunteers are attracted in order to gain work experience and learn new skills.

The study is exploratory, based on preliminary interview findings from 17 informants in two BRC shops. However, the insight gained helps in understanding the reasons why volunteerism is successful within the BRC.

The paper can help policy makers reflect and decide on useful tactics and strategy for developing and improving volunteer management within the retail sector.

There is a paucity of literature in relation to retailing and volunteerism and this study contributes to the literature by identifying reasons why this charity has been so successful in attracting and retaining volunteers.

This paper seeks to provide an insight into the recruitment and selection of volunteers in the heritage sector, drawing comparisons between paid and unpaid workers to assess the implications of the findings for volunteer management.

A multi‐method research design was adopted involving qualitative interviews with managers and volunteers, in conjunction with a postal survey of volunteers across 12 study sites, which were all visitor attractions in the heritage sector.

The findings show that the effectiveness of the recruitment and selection process can be undermined by a lack of formality and supporting resources. This raises questions about the effectiveness of human resource management for volunteers, both specifically in the heritage sector and in the wider context of volunteer management.

The research was of an exploratory nature and so further investigation is needed to consider the impact of these findings on the effectiveness of volunteer recruitment and selection across a range of sectors.

The research highlights the existing practices in place for volunteer management in the heritage sector so raising issues for managers regarding the challenge of achieving a balance between formality and informality of human resource management practices.

The research takes a micro‐level approach to examining the recruitment and selection of volunteer workers. It provides a link in the literature between the management of volunteers and human resource management practices.