Volunteer Participation and Withdrawal

Abstract

Abstract Volunteer behavior is often difficult to manage or control since control systems of the sort that direct behavior in most for‐profit organizations are usually not available. This study introduces a tool—the psychological contract—that can give voluntary‐agency administrators a powerful way to help them understand and manage volunteers' contributions to their organizations. The study finds that elements of this approach, especially the level of support the volunteer believes he or she is receiving from the organization, are especially important tools that can both increase participation in various events and reduce withdrawal or turnover intentions.

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