I encourage all to write down personal and professional development plans."
Miscellaneous Suggestions
Other recommendations for motivating employees of NPOs are more dependent on the situation and include the following:
1. Team Unity
Alatrista and Arrowsmith's (2004) field study provides an example where social support -- the feeling of belonging to a team- may fill in the gap when employees have lost sight of their overarching goal. The employees in their case no longer felt attracted or responsible to their overall directors: at best they saw them as distant and unresponsive or even as a cause of difficulties for the local team and the service that they provided. The employees, therefore, had to be attracted by alternate means, which in this case were the quality of the team relations and the personality of their direct team manager. Indeed, the workers who could not cope with the socialization process tended to leave the organization. The team factor -- social support -- was a significant aspect in retaining their involvement.
Related to this is the aspect of having someone available to support volunteers and potential volunteers; the message of the organization should be clearly delineated to volunteers, whilst training should be provided for volunteers so that they fit in with organizational framework and team and are comfortable in their new environment. Finally, people are more likely to volunteer along with someone they know (Govekar, 2004); therefore a 'buddy volunteer' program might be a viable option for the organization.
2. Leader Characteristics
The characteristics of a leader are of prime importance, and these characteristics, according to Smith (2005) based on a Newsweek magazine survey include: charisma, compassion, courage, leading by example, taking responsibility, and a sense of humor. To elaborate on some of these elements: compassion necessitates that the leader be constantly aware of the moods of others belonging to his organization; courage involves the willingness to assume responsibility not only for one's own actions but also for those of volunteers; whilst a sense of humor and optimism is essential for morale. The leader has to be able to empower his subordinates. They look up to him for support and direction, and therefore need consistency and coherence regarding their joint journey. All involved in that organization -- crafting the mission and its odyssey -- have particular skills and knowledge, and the leader and her organization would benefit by the leader encouraging his volunteers to use their specialty to improve correlated parts of the organization needing that skill. The leader's trick is to not only know each and everyone of his subordinates but also to genuinely befriend them so that diverse value systems are blended into an optimum whole for the good of the organization. Finally, "how volunteers perceive the leader will be directly affected how they think the leader perceives them" (Smith, 2005) and the product of than perception will be replicated in the performance. Volunteers who are treated in a respectful manner will reciprocate in kind. Empathetic listening, appreciation for members' specific skills, knowledge and involvement, encouraging involvement and soliciting suggestions all helps. Laura Way mentioned that she sets "a positive example by using hard work as well as being honest with yourself and my co-workers. I am impassioned about what I do...
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