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Career professional who volunteer: Should their motives be accepted or managed?
Author(s) -
Puffer Sheila M.
Publication year - 1991
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.4130020203
Subject(s) - agency (philosophy) , volunteer , variety (cybernetics) , work (physics) , public relations , volunteer work , psychology , business , management , sociology , political science , economics , engineering , mechanical engineering , social science , artificial intelligence , computer science , agronomy , biology
Career professionals, such as business executives who devote their time and talents to committee work in voluntary organizations, are highly valued as volunteers. These professionals have a variety of motives for adding volunteer work to their demanding schedules. Should volunteer agency administrators accept and reward these motives indiscriminately, or should they try to mold them to conform to agency values? The answer, according to this study, is yes to both alternatives, depending on whether the aim is to improve these volunteers' attitudes or their performance.