ManagingPaid Staff and Service Volunteers Staff
Keepingemployees engaged and motivated is central to the long term successof any organization. Identifying the motivational needs of theemployees is, therefore, among the key responsibilities ofexecutives. The issue of managing paid and service volunteers is ofparticular importance to a nonprofit organization because theorganization may not have the financial capacity to competeadequately with organizations whose primary focus is profitmaximization. Besides, the prevalence of volunteers in the workforcepresents a unique challenge the management of employees in anonprofit organization(Worth 229).The following is a summary of chapter nine of the course bookanalyzing the dynamics of managing both paid staff and servicevolunteers.
Thetotal compensation model is the first method through which executivescan address the motivational needs of their workforce. The modelappreciates that in the modern business characterized by theprinciples of capitalism, it is difficult for nonprofit organizationto compete on the market based way in compensating employees.Consequently, it is important to view volunteers as opportunities toenhance productivity at relatively lower operational costs, but withthe possibility of retaining them in the organization similar to thepractice in mainstream business practice(Worth 235).To this end, the total compensation model identifies a hierarchy ofneeds which managers can use as a framework to understand themotivational needs of employees.
Atthe bottom of the pyramid is the need for receive materialcompensation. Unlike employees in for-profit organizations, employeesin nonprofit organizations have material compensation as the least oftheir concerns(Worth 237).The reason for that is they are passionate about the course. Secondfrom the bottom of the happiness quotient for employees andvolunteers is the need to have a social interaction which representssocial compensation. Besides, employees feel more motivated if theywork in an engaging work environment where they feel personallyappreciated and as part of a group. Psychic compensation is the thirdof the four levels of needs for employees and volunteers. Itaddresses the emotional need of people and the need of individuals tofeel useful in the pursuit of a broad objective. Finally, spiritualcompensation is the ultimate aim of employees and volunteers. Theywant to believe that their actions give them life meaning and purposeand share in the vision and mission of the organization(Worth 238).
Theauthors note that not all employees or volunteers are interested inachieving the four levels of compensation. Consequently, it isincumbent on the nonprofit organization manager to ascertain thecompensation needs of the staff and develop appropriate remunerationstructures(Worth 240).In this regard, it is essential for executives to manage the processof hiring volunteers. The first step is to establish the reason whyindividuals volunteer. Among the reasons include enhancingself-worth, learning, giving back to society, finding meaning in lifeand enhancing career growth(Worth 245).It is worth noting that these motives fall under the socialcompensation in the hierarchy of needs. Consequently, managers shouldknow that volunteers cannot be viewed as cost-free assets. Eventhough they may not impose huge cost implications, they requirecompensation through others means. They should, therefore, be madeuseful through three processes namely ascertain their role in theorganization, recruit them and put them in the appropriate segment,and align their jobs with skills and individual interests. Asuccessful implementation of the three processes ensures thatvolunteers are given the opportunity to learn, grow, and find theirplace in the organization(Worth 252).
Aftervolunteers have fit into the organization and demonstrated alignmentinto the long-term objectives, it is critical that the executivesfind the best moment to confirm them as paid staff of theorganization. Despite the fact that material compensation is theleast of their interests, confirmation makes them feel that theirefforts in the organization have been recognized, which enhancestheir self-esteem(Worth 256).Because the distinction between paid and non-paid staff is becomingblunt by the day, it is critical to integrate volunteers into thelarger personnel management system where their needs can be matchedwith a compensation scheme which makes them feel part of the team.
Tosum up, it is evident that the line between the roles of paid andnon-paid staff has been eliminated over time. Also, the value ofhaving volunteers in an organization can only be unlocked if themanagers use a systematic system to understand the compensation needsof the volunteers before they bring them on board. The TotalCompensation Model is a useful tool for analyzing the needs ofvolunteers and identifying ways of balancing their needs with thoseof paid staff. Besides, the model provides a framework forintegrating volunteers into the full personnel management system ofan organization.
Worth,Michael J. NonprofitManagement: Principles And Practice.4th ed. Washington: SAGE Publications, 2016. Print.