This was accomplished by restoring a strong sense of ethics into the larger organization, which the previous president had destroyed by his activities. Membership cycles fluctuate and frequently establish patterns in most Organizations (Thomas Rotor. 2000). The cycle of membership growth and decline of the CRA has continuously repeated itself many times over during the thirty year history of the local Chapter. Specifically noted, after observation of the demise of the group, I have determined that it was caused by a counterculture activity created by the actions of local, rueful politicians.

Those local politicians either implant, or, lure in members with a promise of a personal reward or financial benefit, in exchange for access to the volunteers and to the groups’ endorsement. Once the candidate gets what they want via the counterculture activity, they attempt to again rely on the organization; however, since the group was left to feel undervalued, the group of volunteers disbands – leaving the Organization without a volunteer structure to rely upon.

In the case of my tenure, I was able to rebuild the group of the volunteer’s mass numbers, however, in less than one year after my departure the Organization’s membership again dropped. This time the membership decreased to less than thirty members and personal observation revealed that the needs of the volunteers – based on Mascots Hierarchy of Needs (Moscow, A. 1970) were not met. Another issue was that since our Organization subscribes to a very strict platform and value structure, all of the volunteer activities needed to follow the same principles.

One function of AVER is to endorse candidates based on their commitment to vote on – and maintain policies -that support our ideals and beliefs. In the case of the political involvement in activity that went against the grains of the volunteer’s beliefs, this caused discontent, as well. Another problem was Tanat Instead AT using ten volunteers as grassroots campaigners, as the Charter was originally designed to do – and what the volunteers had originally subscribed to – specific political candidates instead paid other employees to do the same work the volunteer base was originally intended to do.

I have observed that paid workers appear to be more reliable than volunteers because money becomes an external regulation for extrinsic motivation (Dogleg Antonio, G. 2009). The payment appears to create a motivational force which in turn establishes reliability. Since most candidates have very tight budgets and cannot afford workers, they usually rely on volunteers. In the case of the very wealthy and the powerful candidates, they have more options. In this particular instance, with this particular campaign, Paid workers and Volunteers were not kept apart, and this caused a cognitive dissonance for the volunteers (Festering, L. 957). This cognitive dissonance then led to a significant upheaval within the ranks and a majority of the Volunteers felt the politicians had traded them and eventually caused the Volunteer Base to resign throughout the following year. How can the spirit of the Volunteers be maintained with external and counter culture pressures? How do the volunteers maintain their motivation when their volunteer contributions are not appreciated and paid workers take over their volunteer initiative? How does the leader or manager maintain and promote the volunteer spirit with or without paid workers?

Maintaining and motivating volunteers when there are internal counterculture issues is a problem that is facing current volunteer special interest groups and organizations. Because we realize that volunteers are motivated by a cause, or, a principle that they are championing Anyone, V. 1996) and we have determined that when you pay someone to do the same Job within a group of volunteers, the volunteers tend to lose their intrinsic motivation and they tend to feel as they are no longer needed or appreciated.

The problem is then established that using paid workers in lieu of volunteers and allowing them to intermingle, will cause a loss of volunteers in any Organizational structure. I Nils loss occurs specifically Decease ten volunteer no longer reels valued Ana Deigns o lose respect for the organization, loses motivation and no longer has any Extrinsic or Intrinsic reasons for interacting at that level. (Dogleg Anton’, G. 2009). This is a large problem in Charity Organizations, Political Campaigns and other volunteer driven organizational structures. This problem can affect the outcomes of elections or value of special interest groups.

The problem also affects the future willingness of any more volunteers wanting to get involved with any specific special interest group or organization in the future – and this is a large issue that is faced by Organizations that are structured for the usage of volunteers. Volunteers are, as noted above, by the very definition of being a volunteer are doing what they do out of principle and a desire to help. While the scenario listed above could be considered a more fundamental problem of corruption, it was not the corruption, per SE, that caused the dissolving of the volunteers.

Instead, it was the lack of appreciation of the volunteers that was evidenced by paying of people to do the same Job which caused a lack of motivation of the volunteer group. This lack of motivation was the most significant factor causing the enemies of this specific group and can be shown to be the demise of other groups fundamentally, as well. Motivating a volunteer organization is a very well researched process (Millet, V. , & Gang©, M. , 2008). Previous campaigns that have failed – were the ones where campaigns in which the volunteer management system did not remain true to form.

Campaigns in which the management system stayed true to form (International Sociology, Mahayana), while not always perfect, allowed the volunteers to feel, perhaps, disappointment due to the political machinations, however, they do not feel absolute eternal because their volunteer motives and actions were clear and appreciated and they in turn met their own needs as described by Mascots Hierarchy of Needs. Since the social recognition, self-esteem value and Self Actualization needs of the volunteer are met by integration, there is a lack of dissonance and the volunteer remains satisfied.

When their volunteer activities were appreciated, the volunteer felt a sense of satisfaction and continued to feel that the volunteer position was worthwhile. However, once the volunteer was made to feel undervalued – specifically by their win observation of paid employees doing the same “common” volunteer activities that they were supposed to do – the volunteer was more likely to lose interest in the project or Campaign structure, and usually stopped volunteering their services or input.

Multiple sources were read in this personally interesting topic – especially regarding ten motivation Ana learners AT volunteering Ana management AT a volunteer base. The information read provided clear and concise documentation about the structures of volunteering, including various issues that could cause problems and pacifically highlighted the devaluation of the volunteer by comparison to paid employees: (Hobnobs, Charles J. , Heeler, Kathy, Melbourne, Constance 2002) and (Dogleg Anton’, G. 2009).

These particular resources plainly communicate reasons paid vs.. Volunteer employment situations can cause a downward spiral of motivational spirit to the volunteer. The resources also provided me a very clear understanding of how the politicians of the campaign handled the volunteer base incorrectly, simply by not providing general value to the volunteer Staff and devaluing them specifically by lacing paid employees in the same positions and projects that the volunteers were recruited to do in the first place. Millet, V. , & Gang©, M. 2008) provides documentation on the studies on volunteers and the motivational standards applied to maintain a Volunteer force. In application of the SDTV (self-determination theory) principles – the psychological motivation of the volunteer increases based on rewards derived from tasks and upper level management or from the person in the position of top authority. In return the volunteer willingly provides a service based on those motivations. SDTV; Decide & Ryan, 1985; Ryan & Decide, 2000) Provides information about Self Determination theory in which the individual (in this case the volunteer) does the Job based on intrinsic motivation or extrinsic motivations. In the case of the volunteers in my own situation, I believe most would be using extrinsic motivation needs based on the need to obtain an external reward, for example: interjection and the expression of one’s sense of self.

When those forms of Self Determination Theory principles are not met, the volunteer will feel devalued psychologically, but will also have behavioral reactions that may include the absence f engagement in the activity. So, realistically, how can the spirit of the volunteers be maintained with external and counter culture pressures? Once the volunteer no longer has a driving force or reason to continue to volunteer, there is no more desire to remain. How do volunteers maintain their motivation when their volunteer contributions are not appreciated and paid workers take over their volunteer initiative?

Volunteers must remain motivated by continuously feeling appreciated and needed, since, unlike paid workers, they are present not due to necessity – but Instead, Decease AT aisle or extrinsic motivations. When other individuals are paid to do the same Job as the volunteer, the volunteer will lose motivation based on a feeling of unworthiness or loss of self- esteem (or other individual need) – regardless of their own true and actual value. Although volunteers are not paid employees, most volunteers, as has been shown (Millet, V. , & Gang©, M. 008), still feel that they represent the employer or the cause on a professional level – and therefore should be valued or recognized by the employer because they are providing work or services based on a cause or principle inherent to the nature of the position or cause which is being promoted via the employer. When outside forces or internal structure causes dissatisfaction amongst the Volunteers, and the volunteer feels devalued, then the volunteer will cease to feel motivated and will, in most cases, cease to provide the volunteer work. Volunteers are motivated by the cause or principle and not financial reward.

Simply put, volunteers gather together for a reason or motivation that stimulates them internally where paid workers do the Job for external rewards. When a group of people, performing the same Job as the volunteer expects to reform, and that group is provided financial compensation, while the volunteer is not, the volunteer will feel misplaced or unappreciated. Volunteers want to be connected to the candidate (in a campaign for politics, etc. ) or the underlying issue or cause – and the Volunteers feel they should be recognized as connected to the result of the cause, situation or in a campaign sense, connected to the candidate.

Volunteers want “bragging right” or, perhaps, the ability to say they were involved in a situation that caused a preferred outcome – in the instance of a lattice campaign; the volunteer wishes to feel as though they shared in assisting the political candidate achieve a win. Volunteers who are replaced by paid employees or are unappreciated for their valuable time and efforts, begin to feel worthless when other people are paid to do the same Job that the volunteer was assigned to or associated with. Volunteers will remove themselves from the position of volunteerism when they lose motivation or desire.

Desire and motivation for Volunteers stem from a sense of value and reciprocated respect. When a volunteer loses respect, then the volunteer will remove their efforts from the cause. When the cause or situation does not provide the non-financial rewards the volunteer is expecting, the volunteer will remove themselves from the cause or situation. Counter forces by the counter culture groups can also cause underlying emotional turmoil In a volunteer group, specifically when ten volunteer Is not provided adequate communication or appreciation, which is shown in (Social and Cultural Origins of Motivations to Volunteer).

When volunteers are motivated by the sense of appreciation for their efforts – and when not receiving their expectation of appreciation, the volunteer will lose the titivating factor of remaining a volunteer because, to the volunteer there is no longer a reason to continue providing the free and unappreciated services. In order to combat the issue of losing volunteers, it is imperative to understand the reasons volunteers thrive on providing the services to Organizations.

Each individual is motivated for a different reason, and management needs to be trained to understand the different reasons each individual provides their own valuable time and resources for a specific cause. Mascots Hierarchy of Needs explains the reasons for the motivational and riving force by defining each step as a need from the individual; Social needs that create a value in volunteering because it permits a sense of belonging, self-esteem needs that create the value by providing self-worth for the efforts made and self- actualization needs are met because the person is determined to achieve personal growth.