Volunteer management practices and volunteer retention: a human resource management approach

Publisher:
Sport Management Association of Australia & New Zealand
Publication Type:
Journal Article
Citation:
Sport Management Review, 2006, 9 (2), pp. 141 - 163
Issue Date:
2006-01
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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 was tested using regression analysis. The study found significant relationships between perceived retention problems and several of the volunteer management constructs.Clubs that reported more extensive use of planning practices and training and support practices were likely to report significantly fewer perceived problems in the overall retention of volunteers.Results indicated significant relationships between management practices and 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 and retention are discussed from a HRM perspective
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