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The Value and Management of Volunteers in today’s Tourism and Events Industry

The Value and Management of Volunteers in today’s Tourism and Events Industry. Presenter: Meghan Griffin Post Graduate Researcher, Limerick Institute of Technology meghan.griffin@lit.ie. Overview. Introduction to Research Concept Scope and History of the Voluntary Sector

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The Value and Management of Volunteers in today’s Tourism and Events Industry

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  1. The Value and Management of Volunteers in today’s Tourism and Events Industry Presenter: Meghan Griffin Post Graduate Researcher, Limerick Institute of Technology meghan.griffin@lit.ie

  2. Overview • Introduction to Research Concept • Scope and History of the Voluntary Sector • International Year of the Volunteer (IYV) • Secondary Research Findings • HRM Processes • Conclusion and Implications • Future Research Strands

  3. Introduction to Research Concept • Aim: To develop a conceptual Human Resource Management Framework for Volunteer Management in the Tourism and Events industry • Volunteers are vital to the success of both Mega and Micro Events • Significant development in the sector over the last decade • Recession has led to a drastic ascend in volunteer registrations

  4. Scope and History of the Voluntary Sector • Volunteering is a global pervasive but multifaceted phenomenon • Ireland & Great Britain-Volunteering developed in the early 1900’s from a Catholic ethos • Later developed into community and state supported organisations • Hungary- contrasting perspective on the development of volunteering (Non-Christian led)

  5. International Year of the Volunteer (IYV) • International Volunteer Day for Economic and Social Development (IVD)- 1985 • Concept of the IYV emerged under UN policy • Fundamental principal was to help tackle world-wide problems and draw in more volunteers • Four main goals of the process; promotion, recognition, facilitation and networking of volunteer service • Launched on IVD 1998

  6. Secondary Research Findings • Deficiencies in the literature regarding the management of paid workers versus the management of the voluntary workforce • Lack of stability in Volunteer Management • Taylor and McGraw (2006) – identified conflicting management practices • Detailed Selection Criteria 0.41 mean difference • Staff Selection and Training

  7. Secondary Research Findings Contd. • Attraction, Retention and Reactivation • Bales (1996) Oxfam Study • Neglects to take account of the decision to stop volunteering and the possibility of re-volunteering • Potential for further Development

  8. Secondary Research Findings Contd. 5 Components of the proposed Social Case: • Allen (2003) identified a ‘cultural gap’ between the volunteering community and the corporate world • Observes the business case and the social case for corporate volunteering • Annual Fundraising Report- Corporate = 0.8% of income • HR in Fundraising

  9. HRM Processes • Core focus of Research- Commercial Viability • Cuskelly, Taylor, Hoye and Darcy (2006)- Seven HR/ Volunteer Management Constructs;

  10. HRM Processes Contd. • Clary, Snyder, Ridge, Copeland, Stukas, Haugen & Miene (1998) • Volunteer Functions Inventory (VFI);

  11. Conclusion and Implications • The importance of the Volunteers within the Tourism and Event Industry • Development of the voluntary sector over the past number of years • Impact of the international celebration of volunteer efforts • Secondary research findings to date • HRM processes were derived from the literature and suggested to accompany future exploration into the area of volunteer management

  12. Academic and Practitioner Implications Academic Practitioner Improved Management Practices Increased awareness of the importance of HRM processes Further research into the development of a conceptual volunteer management framework • Potential development in the Volunteer Management literature • Enhanced understanding of the HRM literature • Application of existing practices to the volunteer management literature

  13. Future Research Strands • Potential to provide invaluable insight into the prospective benefits which could be derived from the development of a conceptual HR volunteer management framework • Accounting for the variable nature of the Industry

  14. Future Research Strands • A range of primary research interventions to include; • Face to face interviews with volunteer managers • Volunteer Surveys pre and post event • On-site Observations • Case Study Analysis

  15. Thank you Questions and feedback are welcomed Meghan Griffin meghan.griffin@lit.ie

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