Volunteering work takes place all over the world and involves many volunteers, and based on that 2011 is by the EU dedicated to “The Year of Volunteering” to recognize and make the volunteering work visible (EU, 2011). In Denmark more than 43% of the population over the age of 16 does volunteering work in lots of areas. The background for doing this is more often based on the opportunity to make a difference than the opportunity for financial gain. Based on that, the main focus of this thesis is to identify what motivates people to do volunteering work and spend hours a weeks on it, without being paid. This thesis is designed as a case-study of a non-profit organization, FDF, which is a Christian organization for young people and children. The thesis is limited to focus on two groups, within the organization of FDF, where the purpose is to identify what motivates the leaders. To identify this, the analysis will be based primarily on qualitative research interviews with 13 leaders from the two groups and two sectaries from the organization. Based on the Self-determination-Theory (Ryan & Deci) motivation can be divided in intrinsic and extrinsic motivation. Intrinsic motivation is when a person is moved for the fun or challenge an activity entails. External motivation is whenever an activity is done in order to gain a separable outcome, like avoiding pressure or negative rewards. Through this thesis it has been made clear, that doing volunteering work as a leader in FDF, is based on an overweight of intrinsic motivated motives. The leaders are in most cases driven by prosocial behavior; where their effort makes a difference for others. At the same time, the volunteering work offers the leaders to gain satisfaction of tree psychological needs; the innate needs for autonomy, competence and relatedness. Satisfied needs that lead to the process of being intrinsic motivated. The empirics also showed that several leaders were demotivated by elements and activities, which were not autonomic. Often this was activities that were not related to the volunteering work in FDF. The empirics showed that not only several actions must be made in the effort to strengthen the leaders’ motivation; measures already being done must be preserved or be proved, to maintain the existing level of motivation. The future work with strengthening the leaders' motivation will probably not gain an optimal level, if the existing level of motivation is not being maintained.
|Educations||MSc in Human Resource Management, (Graduate Programme) Final Thesis|
|Number of pages||120|