A healthy society possesses individuals who are not reluctant to offer support at no cost. Volunteer work is involving and consumes time and vital resources that could be otherwise multiplied through capitalistic ventures. Volunteers can be concluded to be a crucial resource in the American economy because they supplement health services and other social pillars such as education and trade. However, volunteer management is the core of efficient services and appropriate support. It involves recruiting, providing support for experienced and inexperienced volunteers, motivating volunteers, managing and evaluating performance. This article focuses on the need to encourage volunteers in the community setting.
Social support is a dominant player in reducing costs. Highly educated and ethnically diverse volunteers often go unpaid for hours of labor-intensive tasks. Stipends, social interaction, and meaningful engagement are essential for these individuals (Sellon , 2014). The motives behind volunteering must be reviewed for each person who chooses to become a volunteer in a nonprofit organization. The incentives include participating in meeting the strategic development goals that are globally accepted. Best practices in intrinsic and extrinsic motivation for volunteers also involves establishing sustainable practices in the workplace. Correctly creating communication chains regardless of distances between organizations and college-educated volunteers is also crucial because it is at the center of a well-established NPO (Moore, Warta, & Erichsen, 2014). Demographic and academic diversity helps information sharing within the NGO take place at a faster rate.
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References
Moore, E., Warta, S., & Erichsen, K. (2014). College students' volunteering: Factors related to current volunteering, volunteer settings, and motives for volunteering. College Student Journal, 48(3), 386-396.
Sellon, A. M. (2014). Recruiting and retaining older adults in volunteer programs: Best practices and next steps. Ageing International, 39(4), 421-437.
