Volunteer Management Practices and Volunteer Retention: A Human Resource Management Approach

Abstract

This study used a human resource management (HRM) approach to examine the efficacy of volunteer management practices in predicting perceived problems in volunteer retention. Participants were a sample of 375 Australian Rugby Union clubs from across the country. Confirmatory factor analysis was used to examine the properties of a hypothesised reflective measurement model with seven volunteer management constructs (planning, recruitment, screening, orientation, training and support, performance management, and recognition). The efficacy of volunteer management practices in predicting volunteer retention problems was tested using regression analysis. The study found significant relationships between perceived volunteer retention problems and several of the volunteer management constructs. Clubs that reported more extensive use of planning practices and training and support practices in the management of volunteers were likely to report significantly less perceived problems in the overall retention of volunteers. Results indicated significant relationships between management practices and volunteer retention problems, with variances noted by the category of volunteer position, including management committee or board members, coaches, team managers and volunteers in other formal positions. Implications for volunteer management practices and volunteer retention are discussed from a HRM perspective.