Volunteering – NVSQ Blog

“I know where my boundaries are”: Understanding volunteer psychological contracts

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Michelle Cleveland¹, Debra Gray², Rachel Manning³, and Kim Bradley-Cole⁴

¹University of Chichester, UK, ²Kingston University, London, UK, ³University of Worcester, UK, ⁴University of Winchester, UK

“We want to volunteer because we want to be part of making the difference”

“We are all there for each other”

“I’m doing this because I don’t want to let my colleagues down”

Experiences of volunteering often highlight depth of commitment. This commitment is often collective in nature: We do it together, we do it for others. We do it because we are part of a ‘we’. And yet, while experiences of volunteering often highlight the profound impact on – or, indeed, how volunteering is part of – people’s identities, volunteers leave. So how well do we understand what volunteers expect from the organisations they give their time to?

Commitment to volunteering is finite and breakable. Volunteering commitments are not straightforward commitments: they are often conditional and are part of reciprocal expectations. Volunteer-organisation relationships also differ from employee-employer relationships in a variety of fundamentally different ways (Nichols, 2013). Volunteers don’t leave because they will get paid more somewhere else.

No Gifts, No Strings: How a Good Cause Stands on Its Own

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Maximilian Hiller, Devin Kwasniok, and Vanessa Mertins

University of Vechta, Germany

Nonprofits invest real effort in bringing new volunteers into the fold. They refine their messaging, polish their outreach, and try small gestures to make the first step feel welcoming. A branded mug on someone’s desk, a handwritten note slipped into an envelope, or a modest voucher added as a small token of appreciation. Alongside these gifts, they open simple entry points and reach out with an easy ask, hoping a small first yes makes the next one feel natural. All of this effort hinges on the idea that the right external pull helps someone cross the line into action.

Our study tells a quieter, more grounded story. We also expected that these strategies would help, and that the real question was simply which one worked best for sparking repeated engagement. Yet, when we put them to the test in a natural field experiment, their influence proved far smaller than expected. People were not moved by gifts, nor by the light lift we offered. They followed the call because the cause was clear and meaningful. The mission itself did the heavy lifting.

Designing Effective Volunteering Appeals

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Eva Maria Jedicke¹, Stephan Olk², Adnan Zogaj¹, Dieter K. Tscheulin¹, Jörg Lindenmeier¹, ¹ University of Freiburg, Germany, ² Horn & Company, Düsseldorf, Germany

Volunteering is a cornerstone of individual well-being and social cohesion, with millions of people donating their time to nonprofit organizations. Given the increasing demand for volunteers as a resource and the competition nonprofits face, our research examines the role of volunteer appeals, a form of persuasive advertising, in influencing individuals to donate their time to social causes. In our recently published NVSQ article, we present findings that guide nonprofit organizations in tailoring effective volunteering campaigns, and to tailor volunteer appeals to specific audiences.

In doing so, we considered four critical attributes that can shape volunteer appeals: time commitment; emotion arousing imagery (in particular appeals to “guilt” and “pride”); slogans that activate volunteer motives, and; accountability seals that serve as signals of the credibility and trustworthiness of a nonprofit organization.

Achieving organizationality: Spontaneous Volunteering in Large-Scale Crises

Christine Carius, Jan Graw, and Carsten Schultz, Kiel University, Germany

In the face of crises, spontaneous volunteers (SVs) are often the first to leap into action, providing rapid responses to urgent needs where formal relief organizations may fall short. These efforts, born from a sense of necessity when traditional channels falter, are characterized by an improvisational approach, learning as they go. Whether it’s in the aftermath of natural disasters like hurricane Katrina or man-made crises such as the refugee crisis and the COVID-19 pandemic, SVs play a vital role, often filling gaps left by official aid efforts.

Yet, despite their importance, the dynamics of SV collectives remain poorly understood. How do these groups emerge, organize, and coordinate their efforts amidst chaos? The lack of formal authority within SV groups can sometimes lead to conflicts, both internally and with relief forces. As such, achieving legitimacy becomes crucial for effective operation during crises, often requiring the development of a collective identity and recognizable organizational structures.

However, the process of gaining legitimacy while maintaining flexibility and adaptability poses significant challenges. How do SV collectives establish their authority, how can they become legitimate stakeholders and complement relief forces in the best way? We turned to the concept of organizationality, seeking to understand how these groups form and gain legitimacy within the complex situation of crisis response. We aim to unravel the mysteries of SV emergence, organizationality, and legitimacy in the face of adversity. In our recently published NVSQ Article we tracked the emergence of organizationality in spontaneous volunteers.