Volunteer Turnover Research Articles

Delinquency Control and Juvenile Justice in China

This paper provides an overview of the recent developments in juvenile justice in China. With the improvement in the overall economy, there has been a genuine rise in delinquency. This paper describes the trend of youth crimes, and how informal grassroots networks and formal correctional institutions play their roles in delinquency control. The author argues that the inseparable relationship between the Communist Party and control systems, the frequent turnover of volunteers, and insufficient professional manpower hinder the development of a fair and independent juvenile justice system. Finally, the paper highlights what should be preliminary direction for the further development of the systems of delinquency control and juvenile justice.

VOLUNTEER PARTICIPATION AND TURNOVER INTENTIONS: THE ROLE OF SATISFACTION, EXPECTATIONS, AND ORGANIZATIONAL SUPPORT.

The effects of psychological contract variables (met expectations, perceived organizational support) on level of volunteer participation and turnover intentions were assessed. As predicted, both va...

Burnout in crisisline volunteers

This article identifies factors that may contribute to, prevent and/or manage burnout in crisisline volunteers. These factors were assessed through a “Burnout Questionnaire.” Benefits form the volunteer work was the factor most often chosen as preventing/managing burnout; volunteer turnover was most frequently seen as contributing to it. Recommendations for reducing buurnout and increasing overall satisfaction in crisisline volunteers are presented.

Hospice volunteer turnover: a measure of quality assurance in the utilization of volunteers.

Descriptive data on volunteer turnover were collected from inactive volunteersat afull hospiceprogram in the Midwest. Twenty-four inactive volunteers (85 percent female, mean age45.25) responded to a checklist of reasons for volunteer turnover developedfrom literature on volunteer turnover. Reasons were coded according to two categories: administratively uncontrollable and controllable. Frequency distributions and percentages were tabulatedfor the data. Volunteers reported 46 reasons that were coded administratively uncontrollable (74.3 percent) and 16 reasons that were potentially controllable (25.7percent). Fifteen volunteers (62.5percent) considered themselves temporarily inactive with plans to return to active service. The use of turnover data in the evaluation of the volunteerprogram is discussed.

Factors in achieving a stable group of volunteers in a mental health agency.

UVolunteers can be of enormous value to a mental health agency. Not only can they supplement professionals by providing direct services, but they also can perform a number of other valuable functions. They can help mental health professionals learn more about the social milieu of the clients served. They can serve as a liaison between the agency and the commupity, conveying information about the agency and mental health to friends, neighbors, and acquaintqnces. However, a volunteer program has benefits only if it can avoid the snares that have entrapped some programs. They include the hig h cost of training, unreliable volunteers, client resistance to nonprofessional help, and staff’s viewing the volunteers as a threat to their jobs. As difficult as these problems are, they can be overcome if there is not a high turnover of volunteers. A stable volunteer group will recj .ice the cost qf training, provide more reliable, trusted help to cli pts, and demonstrate to the paid staff that they can help them do their work more effectively and do not jeopardize their jobs. The reasons a volunteer continues to serve over the years vary from one voiunteer to the next. Even so, certain factors consistently influence the length of time a volunteer stays with an agency. Four factors are particularly important. Rites of passage. The screening, orientation, and ceremony surrounding an individual’s entrance into the volunteer group are vital. The individual should feel that he is noticed and that his abilities are appreciated. If his introduction into the agency goes #{252}nnoted, he is likely to see his coming and going as without importance. If he is closely scrutinized op his entry into the group, he wil! h tve a feeling of pride and a sense of elitism on becoming a member.