1 Summary. This thesis focuses on managers who have no option to affect behavior of a workforce through monetary motivators like monthly pay, performance based pay and/or other kinds of bonuses of material nature. Initially this thesis uncovers the motivational factors being put into action by a group of managers in the field of volunteering. The second part of the study examines these findings and gives insight into how the managers could raise the motivation, based on a theoretical framework. The second part of the analysis results in a list of recommendations for the involved managers to use as they see fit. The theoretical framework is made by Frederick Herzbergs Two Factor Theory and Peter Holdt Christensens TURPAS-model and combined with the empirical data collected among three danish organizations which all relies heavily on voluntary work. The empirical data in this thesis has been conducted through combined qualitative methods. Initially through interviews with the managers in each organisation, and later by a number of observational studys of how the motivational methods is used in practice. This enables a triangulation of the data on a later stage in the analysis. The organisations consists of three different social and humanitarian organisations, Røde Kors, Natteravnene and Dansk Flygtningehjælp. The analysis shows that the managers used several different motivational factors. But the analysis indicates that especially recognition and delegating responsibility of work is methods being used across all three of the organisations. Another general finding is that the managers used direct manipulation on the job and its environment through achievement and the work itself, via creating job enrichment and job rotation for the volunteers when the nature of the volunteers, and the jobs they were executing, allowed it. Furthermore a common motivational factor was the creation of a social community, where volunteers seeks positive social interaction. Lastly the managers were advised to focus more on creating job enrichment in the daily routines, create variations in workassignments, and focusing more on cooperation with the surrounding environment, other volunteering organisations, NGOs, the government etc., to create a larger focus on the common goal of the organisation.
|Educations||MSocSc in Human Resource Management, (Graduate Programme) Final Thesis|
|Number of pages||144|