Analysis of Literature in Volunteering Management in Relation to Human Resource Management for Tourism Hospitality and Events
Therefore, Volunteering Management involves managing the human resources by volunteers. This paper looks at volunteering from a management perspective, thus attempts to exploit its varied various viewpoints. The article objectively engages the topic by centring upon the three main aspects of volunteering management, that is; recruitment, retention, and management of volunteers. With a robust growth of non-profit organisations in the past three decades, volunteering (both formal and informal) has increasingly found meaning and utility. As a result, substantial attention is drawn to the topic of volunteering management, with many writers, economists and personnel premiers engaging the issue from different planes and intent in the recent past (Connors 2010: p. This preliminary helps volunteer managers define the need for the programme and its contribution.
In a tourism and hospitality setting, planning involves establishing ways in which the programme will fit in the organisational structure and any variables that will be affected by the programme. In an orderly environment, the Volunteering Management team will come up with a mission and vision statement alongside goals to govern the programme. Secondly, there is need to write a budget, since “volunteer” does not mean “free”. In this respect, the publication advice for an exclusive consideration of all human and financial factors that will call for concern, including financial considerations for policy making, development of materials, recruitment expenditures among other costs. Falasca, M. Zobel, C. and Fetter, G. An Optimisation Model for Humanitarian Relief Volunteer Management. Proceedings of the 6th International ISCRAM Conference – Gothenburg, Sweden, May 2009.
pp. Falasca et al. further broadens the dilemma of humanitarian logistics. Al. ’s point of view that as much as convectional volunteering management models have attempted to offer volunteers opportunities to build themselves in return for service, they have failed to fully impact on volunteer’s personal growth and recognition by proper scheduling (cited by Falasca et. Al. p. Relating to the tourism and travel environment, their technique is best suited in an outdoor setting, for example for the case of managing a public event. Considering a massive catering task, volunteering managers can borrow a leaf from the method’s exclusive combination of leverage and labour utilization to have a particular skill set of volunteers operating task. To enhance communication, a scheduling model aided by fuzzy logic can be inculcated to define the channels and feedback modules exactly.
Given that the population is composed of a varying skillset, it is interesting to understand how they are absorbed into the organisational structure and how that impacted operations. To begin with, volunteering is skewed on the basis of socioeconomic status. Firstly, education largely affects volunteering. While income similarly plays a role in the distribution of volunteers in different sectors, let’s first take a look at the paramount purpose of education. Research established that over 35% of volunteers in arts and culture, that is, in national museums and theatres, tourism facilities and other human resource-related fields were university graduates (cited by Deery, Jago, and Shaw 1997: p. As part of the resolution of their thesis, they advise on working on the internal organisational structure that will enable volunteers to learn more skills, as well as working on ways to absorb them into the paid workforce to motivate volunteering.
Leonie, L. Holmes, K. Smith, Karen M. and Baum, T. Al. begin by acknowledging that the leisure aspect of volunteering is a perspective that may have been taken for too obvious that many human resource managers are yet to realise its implication (Leonie et. Al. p. Right from their choice of literature to the way they selectively address leisure as a separate entity from financial stipend given to the volunteers, we can tell that the report is well-informed and informative. This notion is perfectly sealed by Stebbins’ theory of serious and casual leisure (quoted by Leonie et. Al. pp. He gauges the will to volunteer against the level of effort and motivation, in which commitment and volunteering are both functions of will, but motivation through leisure is a promoter.
Volunteering, in a psychological perspective, can be a little intricate. Al. pp. Consequently, the opinion that tourism, travel and hospitality firms have taken advantage of the niche to harvest big from volunteers is backed up by the psychological understanding of volunteering. Rogers S. Jiang, K. Volunteering Management is central to operations of a firm. Volunteering Engagement Track discovered that most organisations that embrace volunteering are operated up to scale and are better managed than the rest (Rogers et al. p. As well, the report hinted that since non-profits operate on skill-based and leveraged bias, professionalism is a priority and making that a business culture is the beginning of corporate success. Paradigms are shifting. Conclusion Evidently, volunteering in the human resource domain is a dynamic entity, as illustrated by the five articles above.
It also happens that Volunteering Management in the contemporary status has developed much more faces, making it so intricate but still worth it. It is interesting to further note that all the five articles above unanimously agree on the predisposition that volunteering management is the new face of labour management. Having clearly illustrated that it’s proper management is synonymous to business success, we expect more attention to our subject of contention. As well, Rogers et. Most importantly, the five articles have pointed out the hotspots of management in human resource. Reference List CONNORS, T. D. The Volunteer Management Handbook: Leadership Strategies for Success. John Wiley and Sons, London. SMITH, KAREN M. and BAUM, T. G. Volunteers and volunteering in Leisure: Social Science Perspectives.
Sport Management Review, 2006. ROGERS, C. and MELISSA I. Strategic Human Resource Management of Volunteers and the Link to Hospital Patient Satisfaction. Cornell University. The Journals of Gerontology: Series B, 65 (7).
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