3030147738 by Unknown

Author:Unknown
Language: eng
Format: epub
Published: 2019-03-29T06:51:39+00:00

136

K. AKINGBOLA ET AL.

build the linkages between strategy and activities into the organizational

structure itself. For example, division, department, or group goals should

be aligned with the overarching organizational strategy, and monitoring

should occur to ensure that performance at these lower levels roll up and

support higher-order objectives.

Performance Management Step 2: Developing Volunteer Performance

Expectations

Successful performance requires that an individual has the proper knowl-

edge, skills, and abilities (also called job specifications or human capital) to perform the tasks, duties, and responsibilities (also called job description)

of the work assigned to them. The connection between job specifications

and a job description reflects a volunteer’s performance expectations—in

addition to the personal fulfillment they derive from volunteering, they

are present to donate their human capital in ways that add value to the

nonprofit. This value comes in the form of performing assigned tasks,

duties, and responsibilities that roll up to higher-order tactical and opera-

tional objectives, which ultimately contribute to and support the broader

mission and vision. During an organizational change effort, volunteers

must be kept in the loop about how they will be involved and affected.

They cannot be an afterthought to employees, especially in nonprof-

its where they perform a significant proportion of the work. If the tasks,

duties, and responsibilities they have become used to are to be altered,

managers must ensure that volunteers understand the details of changes,

are trained on how to perform well under a new system or after change

implementation, and are clear about the expectations for their individual

performance moving forward.

Performance Management Step 3: Appraising Volunteer Performance

Once organization-level strategic targets are defined and understood

throughout the nonprofits, and individual-level expectations for volun-

teer performance are created and communicated, the next step in the

performance management process is to evaluate whether or not volun-

teers are meeting performance standards. Arguably, this is a touchy sub-

ject for volunteer administrators and nonprofit leaders. Some argue that

it is too difficult, and possibly not right, to evaluate the performance of

an individual who is volunteering their time, talent, and effort for free.

While there may be isolated situations in which volunteer performance

management might not be the best approach (such as during a time of

5 VOLUNTEERS AND CHANGE MANAGEMENT 137

catastrophic emergency), we believe that volunteer performance manage-

ment done well can both benefit nonprofits and help volunteers make

the most of their donated time. This is especially true during organiza-

tional change events because of the potential negative impact disruptions

can have on well-established individual and organizational routines.

There are many approaches to evaluating an individual worker’s per-

formance, including the comparative or rankings approach, attribute or

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