Académique Documents
Professionnel Documents
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ORGANIZATION:
By
CLAIRE DUFF
at the
UNIVERSITY OF MALTA
May 2010
ABSTRACT
Claire Duff
when these organizations depend on volunteers and members for their survival and
growth. The recruitment and retention process is essential to keep the Voluntary
organization up and running, and for it to reach its goals and missions. Volunteers
are capable of giving very valuable input which they gather through first-hand
experience; they are also capable of helping with the recruitment of new volunteers
and members; this increases their worth and the importance to keep them motivated
and willing to give their time as a volunteer. This research question focuses on how
the Malta Girl Guides Association (hereunder referred to as the Association) can
improve their ways to retain their present volunteers and members, and increase the
number through better recruitment and retention methods. Both quantitative and
qualitative approaches were used as insight into the voluntary organization and the
Malta Girl Guides Association was chosen as a Case Study. Interviews, focus groups
from different stakeholders. The results show that the Association has been
increasing in membership and volunteers over the past five years, but at a very slow
rate. The Association depends on these numbers for sustainable growth and therefore
these recruitment rates need to increase to maintain a strong amount of members and
volunteers. The research also show that volunteers need to feel more motivated and
that the Association needs to work harder to put forward a stronger image in society;
this will make it easier to recruit new volunteers and members in the long term.
ii
STATEMENT OF AUTHENTICITY
authentic and has been carried out under the supervision of Mr. Mario Grixti, DPA
Accountancy.
Claire Duff
___________________
iii
ACKNOWLEDGEMENTS
Several people have shown their support in a number of ways throughout the
completion of this dissertation.
I would first like to thank my tutor, Mr. Grixti, for his constant support, guidance and
constructive comments during this study.
I would also like to thank Ms. Marjoe Abela, for her continuous and valuable support
whenever I needed it.
I am grateful to the Malta Girl Guides Association, the volunteers and the members,
who have always shown their support in this study through their participation, input
and feedback.
I am also forever indebted to my family, for their boundless patience and support
throughout my studies, and to Matthew for his patience and understanding.
iv
Table of Contents
Abstract……………………………………………………………………………….ii
Statement of Authenticity.…………………………………………………………...iii
Acknowledgements…………………………………………………………………..iv
Table of Contents……………………………………………………………………..v
v
2.8 Membership ......................................................................................................... 35
2.9 Motivation ............................................................................................................ 36
2.10 Conclusion ......................................................................................................... 39
3. METHODOLOGY........................................................................................... 40
3.1 Introduction .......................................................................................................... 41
3.2 Aims and Objectives ............................................................................................ 41
3.3 Data Collection Methods ..................................................................................... 41
3.3.1 Secondary Data ............................................................................................. 41
3.3.1.1 Qualitative Secondary Data Used In This Research .............................. 42
3.3.1.2 Quantitative Secondary Data Used In This Research ............................ 42
3.3.2 Primary Data ................................................................................................. 43
3.3.2.1 Qualitative Primary Research Methods Used ........................................ 43
3.3 Procedure Overview ............................................................................................. 49
3.5 Pilot Study ............................................................................................................ 50
3.6 Ethical Issues ........................................................................................................ 50
3.7 Data Analysis ....................................................................................................... 51
3.8 Limitations ........................................................................................................... 51
4. ANALYSIS & DISCUSSION .......................................................................... 53
4.1 Introduction .......................................................................................................... 54
4.2 General Statistics.................................................................................................. 54
4.3 General Information on Participants .................................................................... 56
4.3.1 The National Board ....................................................................................... 56
4.3.2 Adult Volunteers ........................................................................................... 57
4.3.3 Parents of members ....................................................................................... 58
4.3.4 Focus Group Participants .............................................................................. 59
4.4 Recruitment & Retention ..................................................................................... 59
4.5 Motivation ............................................................................................................ 68
4.6 Decision Making and Communication................................................................. 73
4.7 The external Environment .................................................................................... 76
4.8 Conclusion ........................................................................................................... 78
5. CONCLUSIONS & RECOMMENDATIONS .............................................. 80
5.1 Conclusions .......................................................................................................... 81
5.2 Limitations ........................................................................................................... 83
vi
5.3 Recommendations ................................................................................................ 83
5.3.1 Recommendations for the Malta Girl Guides Association ........................... 84
5.3.2 Further Research ........................................................................................... 85
5.4 Conclusion ........................................................................................................... 85
REFERENCES ......................................................................................................... 87
APPENDICES .......................................................................................................... 92
Appendix A: The Malta Girl Guides Draft Statute as on May 2010 ......................... 93
Appendix B: Focus Group Questions Asked ........................................................... 104
Appendix C: Guidelines for Mediators .................................................................... 107
Appendix D: Letter to Volunteers regarding Focus Group Participation ................ 108
Appendix E: Letter to Parents/Guardians regarding Focus Group Participation ..... 109
Appendix F: Adult Volunteers Questionnaire ......................................................... 110
Appendix G: Parent/Guardian Questionnaires ......................................................... 115
Appendix H: Letter sent to the Malta Girl Guides Association ............................... 117
Appendix I: Growth Strategy 2009 – 2010 .............................................................. 118
vii
List of Figures
viii
1. INTRODUCTION
9
1.1 General Background
Recruitment and Retention can be considered as the most important processes that
organization are the ones who make the operations of an organization possible;
especially in voluntary organizations where resources are even more limited and
goals are different (Herman, 2005). It is important that the vision is communicated
well and for people to be enthusiastic about transferring goals to reality (Bratton &
important to achieve lasting change through people who are formed together through
one common goal. „The essence of a voluntary organization after all, is that people
are there because they want to be there‟ (Handy, 1988, p2) and this aspect leads to
the need for voluntary organizations to adapt the for-profit recruitment process so as
The objectives of this research are to identify the recruitment and retention process
retention tools used by the Malta Girl Guides Association which has been chosen as
the case study. Through volunteers and members, various aspects of the recruitment
and retention process will be focused upon. Different HRM policies are studied such
as motivation, training and recruitment promotion which shed light on the present
situation and how volunteers and members feel about these aspects; several features
of recruitment and retention are also given particular attention to see how they can be
10
Association. For this reason, the background of the Association is also researched to
The Malta Girl Guides Association (hereunder referred to as the Association) is the
voluntary organization chosen for this case study. It is locally based and focuses on
an informal programme which is directed at girls and young women and aims at
enabling “girls and young women to develop a good character and to discover their
p3). As can be seen in the previous quote, the Association is only for female
1.3.1 History
Girl Guiding in Malta began in 1918 when British Girl Guides moved here during
the war and started forming groups where Maltese girls used to have their own
groups. In 1923, the first Maltese organization was founded. At this time, Malta was
not a member of the World Association for Girl Guides and Girl Scouts (WAGGGS)
but in 1966 it became a partial member, known as an associate member. In 1972 they
became full members of the World Association and still remain till this day. From
the beginning, the Malta Girl Guides always made use of the material and uniforms
of the British Girl Guides in the United Kingdom. Even their programme was the
same until a few years ago; then everything changed and the programme and
uniforms of the Malta Girl Guides were published and produced locally.
11
1.3.2 Programme
The Association first utilized the programme by the Girl Guides in the United
Kingdom, since they originated from there; but in 2006 the Association launched
their own programme which catered for Maltese girls and young women. The
activities and skill learning while at the same time still making the opportunities fun
The programme is an eight point programme which is divided into six areas of
personal development. The eight points consist of the following themes: Health,
Mind & Spirit, Local & International Guiding, Creativity, Skills, Environment,
Culture and Heritage and Service. While focusing on these eight points, the
Association must also make sure to develop the six areas of a person‟s development,
development.
These points and areas of development are all incorporated into monthly programmes
meetings held on a village level. Volunteers and members in the Association have
different roles which define how the Association is structured and capable of
reaching its mission statement through the monthly programmes and through the
volunteers.
1.3.3 Structure
The Council is the governing body and has the role of passing policies and
Association. The National Board is the administrative body which takes all the
12
decisions and guides the volunteers through their role in the Association; this board
three District Commissioners for the three Districts in the Association, which are the
North the Central and the South. Each District has its own Secretary and Treasurer as
well as volunteers. Volunteers then have their own units in different villages around
Malta with their own members to whom they provide a monthly programme.
Council
(President)
National Board
(Chief
Commissioner)
Island Island
Treasurer Secretary
District International
Commissioners Commissioner
Education
Training
Programme
Commissioner
Commissioner
13
District
Commissioner
District District
Treasurer Secretary
Adult
Volunteers
(Leaders)
Members
The members of the association are divided into four different sections according to
From then on, rangers go on to become young volunteers, taking part in training to
acquire a license; these then become warranted volunteers, which are known as
leaders.
If leaders decide that they do not want to continue on in a specific section or village,
they can choose to become adult volunteers who are also known as the Link Support
Group. This is a group of those volunteers who do not feel up to taking care of their
14
own unit but are still willing to give their volunteering time to the Association on
other occasions.
This research is divided into the following five chapters which consist of:
The Introduction gives an overview of what the research questions will discuss its
aims and objectives as well as a general background on the case study chosen as a
voluntary organization.
The second chapter will go through the literature review to identify the different
provides a closer look into voluntary organizations and how they apply to human
resource policy and in voluntary organizations to motivate and recruit new volunteers
and members.
The third chapter will give a close look at the different methods of research used in
this study and what different data and information these provided the researcher.
Chapter four will divulge the information which was gathered throughout the
research question and views the different practices in the specific case study. This
chapter shows the results and views how the Association makes use of its recruitment
and retention practices. Results in this section are compared and contrasted to
promote discussion.
The final chapter concludes this research as well as gives recommendations to the
Malta Girl Guides on how to improve recruitment and retention of volunteers and
15
2. LITERATURE REVIEW
16
2.1 Introduction
The literature presented below looks at recruitment and retention as one of the main
retention practices and how these are put to use particularly within Voluntary
when organizations depend on these for growth and success. It then moves on to
discuss voluntary organizations and how these are made up, what drives them and
what internal and external environmental aspects affect their success. In merging the
two main themes together, the literature review will then discuss the relationship
between recruitment and voluntary organizations and what methods can help to
attract and retain volunteers and members. Motivation is also discussed and how it
Armstrong (2003) goes on to say that the organization‟s human resources are the
most important asset. Many organizations, referring to employees, say that their
people are the most important asset as they play an important part in organizational
success. It can also be said that Human Resource Management can be an important
strategic tool and it can also help establish a competitive advantage for companies
who give HRM a high level of importance (Robbins & Coulter, 2007).
17
Armstrong (1999) states that better contributions from human resources can be
achieved through better management of people and how this affects the company‟s
mission in the long term. This can be achieved through activities based on research,
Most importantly, Armstrong (1999) points out that Human Resource Management
involves everyone from first line managers to team leaders as well as can include
human resource specialists to ensure that the organization is able to reach success
Although people do make a very big difference, one cannot generalize on the
common elements of HRM as there are other factors that affect it such as the internal
“The human resources functional unit has evolved and is now responsible
for a large, complex array of duties related not only to the company and
the employees, but also to the government and other entities from the
external environment”(Anthony, Kacmar, Perrewé, 2006, p13).
Smith, Bucklin & Associates, Inc. (2000) also discusses how human resources are
concerned with finding the right people with different skills that make up a good
Bach (2005) goes on to say that HRM focuses on the improvement of employees and
points out that investing in employees builds trust in management and increases the
strengthened through a good recruitment and retention strategy which focuses on the
18
An important aspect of Human Resource Management is that for setting policies. The
according to their preferences and factors in their internal and external environments
(Brunstein, 1995).
Policies are set to equip organizations and its employees with guidelines on how to
proceed with organizational actions (Mathis & Jackson, 2007). These vary from
One important policy area and human resource management practice is that of
19
2.4 Recruitment and Retention
2.4.1 Recruitment
With the increase in changes being met by organizations, there is always a need to be
proactive, and one way of doing so is recruiting the best people for the job who are
qualified.
“The attraction, selection and retention of staff are perhaps the most
important processes managers in organizations undertake. After all the
people of the organization are the architects and agents of everything
that ultimately gets accomplished.” (Herman, 2004, P623)
The aim of recruitment most of the time, is to obtain a good quality of employees at a
(2003) then goes on to define the process of recruitment as having job specifications
as the first step and then moving on towards attracting candidates, advertising,
doesn‟t necessarily mean that there is an opening or a vacancy, it could mean that the
reaction when an existing employees leaves, but should look at recruitment also
proactive manner to attract the required qualified employees for their organization.
They look at all the recruitment resources around and sometimes choose a more
creative way of recruiting new employees. Arthur (2001), states that employers
nowadays choose a more electronic method of recruitment with the use of the
internet. The author also says that choosing which method of recruitment to choose
20
every time there is the requirement, can sometimes be found as a bit of a challenge
and managers can sometimes ignore these available sources. Since market conditions
and certain internal and external factors change, one must be aware and make use of
the most effective resource and choose the best way that suites each situation.
2.4.2 Retention
Arthur (2001) discusses retention environments and how focus has moved beyond
likely to leave. She also looks into what may resolve current retention problems by
how the organization impacts the employees in this respect. “Therefore retention
must be a crucial business objective if they are to remain competitive” (Arthur, 2001,
p281). She discusses aspects such as rewards, recognition and employee satisfaction
organization. She also states that the toughest groups of workers to retain are the
Kaye & Jordan-Evans (2008) describe retention as not something that you can turn
on and off; it works best when you engage and retain talent in a genuine and
Managers should ask their employees what makes them happy and what doesn‟t so
that they can better understand what can be done to retain the best employees. They
also point out that different employees are retained in a different manner; it all
21
depends on the person at hand. Some appreciate being informed, some do not like
their allocated job or some part of it; managers need to know about these issues for
them to be able to retain these people in the organization before it is too late (Kaye &
Jordan-Evans, 2008).
Taylor (2002) says that when a qualified employee is lost, it can cause real damage
since much needed and valuable knowledge and experience, which have been
accumulated over time, leave with the employees when they leave.
As seen in the diagram below, (Figure 1), Phillips and Connell (2003) see the
retention process as an accountability approach that holds eight steps from measuring
and monitoring turnover, developing costs of turnover and diagnosing causes and
needs for improvements in retention on the organization concerned. They then move
needs at hand and after forecasting the value of retention the organization should
calculate the return on investment of these solutions and make the required changes.
22
Figure 3: Strategic Accountability Approach
As seen above, recruitment and retention is a basic need for human resource
management practices; but sometimes voluntary organizations tend to shy away from
management since they are not aimed at making profit (Drucker, 1990); the
23
2.5 Voluntary Organizations
In the Malta Voluntary Organizations Act (Act XXII, Chapter 492, 2007), a non-
profit organization calls for an organization that defines its purpose in its statue and
does not include the making of profits, the promotion of private interest other than
that of social purpose as well as no part of the assets being made available directly to
Bucklin & Associates, Inc. (2000, p x): “The word nonprofit …. Describes an
organization that does not distribute profit to its owners; it has no owners in the
sense of the for-profit sector, and any income that exceeds expenses stays with the
organization.”
Hussey and Perrin (2003) stated that “although all charities are Voluntary
Organizations, not all Voluntary Organizations are charities” (Hussey & Perrin,
2003, p5). They also state that Voluntary Organizations play a very important part in
our society because they provide a service as well as being a powerful source of
gathering society together creates “the glue that holds society together” (2003, p xi).
They also state that each Voluntary Organization is very different in its size and
goals and that these differences can reach different areas of society and provide for a
and points out that although management is frequently used for businesses, it must
still be put to use in Voluntary Organizations so that it may help them concentrate on
their mission. “Once the nonprofit moves into its formative years, most of its policies
and procedures should be in place, with its governing board working closely with
staff to fulfill the defined mission” (Smith, Bucklin & Associates, Inc., 2000, p27)
24
Voluntary Organizations differ in their missions and types and therefore each must
that results in a voluntary organization will most probably always reflect a change in
its people such as their behaviour, change in circumstances and their vision and hope
to name a few. Drucker (1990) goes on to say that people in a voluntary organization
who receive “direct benefits” (Herman, 2004, p59), as well as volunteers of the
organization itself together with those in whose name the voluntary organization
advocates.
membership as a stable income and must also increase this number to be able to
function; many times membership is also a good source of volunteers (Hussey and
Perrin, 2003).
Organizations should therefore also know their target market since a common
mistake is to “assume that they have only one market” but the more an organization
knows about its market, the better “decisions you will make on how to serve them”
(Smith, Bucklin, & Associates, Inc., 2000, pg59). This same reason can also be
Inc., 2000). An organization must make strategic decisions based on its external and
internal environment and serve as a path for the organization to follow (Anthony,
25
One important aspect of the internal environment which also gives a direction to the
Companies and organizations need mission statements to give a sense of what the
organization stands for and what goals it and wishes to achieve. It also helps
stakeholders such as employees and customers know what direction the company
has. Abrahams (2003) points out several reasons why a company or organization
should have a mission statement. Some mentioned are that a mission statement
provides for a foundation on which a company can be built; it gives the company a
purpose and also serves as an element to bring together the diversified people in an
organization‟s mission statement, but it is also important that they are understood and
mission statement into a strategic plan or operational plans so that it can be easily
Organizations can never be well developed until it is clear on what its fundamental
goals and missions are. Since board members change over the years, a mission
statement can help maintain an ongoing, clear and concise mission for the
organization; even when the board members are constantly changing (Smith,
26
Change is brought on by different aspects of an organization; be it a change in board
(Porter, 2001).
help reveal any barriers that are between the organization and the market and how it
will affect entering the market or reaching new volunteers and members. Some
common barriers could be the lack of knowledge in the community regarding the
all become barriers that affect market entry. Looking at the external environment can
also give you some idea of the future so that the organization can plan for
tomorrow‟s market. (Smith, Bucklin, & Associates, Inc., 2000) “The external
Internal environments for organizations consist of how groups are organized and how
they interact socially; it also includes the technical system which is based on how the
groups then carry out the required work to produce the service or product.
2003). The internal environment also impacts the organization‟s ability to produce
the required programmes that are required by consumers and that make the
27
not the organization has the right resources to produce such programmes that would
Some variables which affect the internal environment include corporate strategy,
management philosophy, the types of job at hand and the productivity level
The internal environment also helps the organization respond to external factors. But
1995).
Membership is still very important to attract a constant flow of new volunteers and
new members to the association or organization (Rich & Hines, 2006). A frequent
reason for attracting new volunteers and members is because of the declining rate of
membership; many times organizations start looking for fresh volunteers and
members as a indicator that membership is declining; “this calls for a strategic plan”
opportunity to discuss the environmental issues that may be affecting this drop and
how it can be reversed; this may be done by use of a membership program (Rich &
“To find loyal volunteers, an organization needs to effectively promote the altruistic
or educational endeavors of its mission. This can be done by offering training, new
2000, p311)
28
There is no just one perfect way of managing human resources in Voluntary
finds itself in (Pynes, 2004). Paynes also argues that Voluntary Organizations must
remember that people in organizations such as theirs, are very important and must
therefore be given priority. But none the less, recruiting the best people for the job is
also a priority, even “critical” (Pynes, 2004, p168) for the Voluntary Organization
Volunteers no longer have the amount of time they once had to dedicate to non-profit
causes and therefore it is becoming more and more difficult to find people to
volunteer their time to non-profit organizations (Smith, Bucklin & Associates, Inc.,
2000).
“To find loyal volunteers, an organization needs to effectively promote the altruistic
or educational endeavors of its mission.” (Smith, Bucklin & Associates, Inc., 2000,
p311). Finding and hiring staff starts with a clear vision of what the job being filled
entails; if this is not available, than the hiring process is flawed from the start.
(Smith, Bucklin and Associates, Inc., 2000) Management must therefore be very
careful with recruitment and also invest heavily in the recruitment process and
For voluntary organizations that are based on membership, their main issue is the
retention of old members and the gaining of new ones. This means that they must
information about what their role will be, and this is done with the use of a job
29
description (Barbeito, 2004). In the recruitment process, job descriptions have a very
The next part will give particular focus to the job description.
A job description is job oriented and identifies the particular aspects that are crucial
According to McCurley and Lynch (1996, p30) the job description should include:
In other words, a job description puts forward the purpose of the post available, how
it fits into the whole organizational structure, how the job holder will function and
2006). This will help volunteers know what their position is and help them decide
whether or not they are ready to take up such a role and will therefore help attract
30
2.6.2 Attracting new volunteers and members
potential volunteers and members. Volunteers have changed over the years and today
many look for a benefit when giving their time to a cause. It is therefore the
organization‟s job to see what these benefits are and try to provide them so as to
Management knows that they must give a lot of attention to attracting volunteers and
they must also work very hard to retain them as well as their enthusiasm as well as
Attracting and cultivating new volunteers calls for an abundance of charisma; some
are blessed with such charisma that they find it very easy to attract new volunteers or
members, but others most often find it difficult to do so or even to obtain minimal
results. It seems that people who are pessimistic will always find it difficult to attract
volunteers (Simon & Lindauer, 2009). This is because attracting volunteers “calls for
positive thinking and positive actions” (Simon & Lindauer, 2009, p37)
People might not come forward to volunteer like they used to before, but they do so
if they approached in a better manner; People will also come forward if they see a
need and if they feel that their service is useful and required (Simon & Lindauer,
2009).
Although volunteers are altruistic in their service, many times they still have a
specific reason for choosing a certain organization since they tend to have a
connection to the organization or its cause. There are many ways in which to attract
volunteers; organizations need to know where potential volunteers and members are
31
and go where they are. It is sometimes useless to advertise but best to market your
which is well thought out. This could include more methods such as asking
volunteers to bring a friend to the organization or spread the word themselves and do
their best to recruit more members and volunteers themselves. For this to happen the
volunteers need to know what message to spread and will therefore need some sort of
Part of the recruitment plan could be to promote the organization so that people are
The customers, in this case, members and volunteers, must become aware of the
organization and what it does for them to join in. This goal is reached by promoting
the organization through the various types of promotion available; these can include
advertising, publicity, ad much more (Smith, Bucklin, & Associates, Inc., 2000).
Since competition even in the voluntary sector is always on the increase, non-profit
organizations should make use of similar marketing principles as those used in the
able to plan ahead to make sure marketing, public relations and fund-raising are
integrated into the everyday processes and worked upon by all the organization and
its volunteers and members (Smith, Bucklin, & Associates, Inc., 2000).
advertising.
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2.6.4 Advertising
Before producing any advertising material, organizations must always define the
message they want to put forward and who they want to attract. The organization
must also define how the persons interested will contact the organization and what
they will be doing. They must also define a specific budget as well as decide on how
they will measure the success of the advert (Keaveney, Kaufmann, 2001).
as possible. You must place the advert where your niche market is most likely to
recruitment. Some can choose to put adverts in the local newspapers or the classified
sections in newspapers. Other options for certain positions could include posting ads
at community centres as well as online on websites. But the most useful is sometimes
the simplest method, and that is Word-of-Mouth advertising (Smith, Bucklin, &
Radio and television are the more expensive ways of advertising and are the less
frequently used, although they do reach a larger audience. Firms are increasingly
also through the organization‟s website, which is a more direct approach. Using
When advertising an organization, the organization must give special attention to the
audience and must know who their audience is (Conley & Friedenwald-Fishman,
2006); in this case, the audience would be those people who are willing to give their
time to volunteer.
33
2.7 The volunteer
In 2008 there were 21,920 persons aged 12 and over doing some form of voluntary
Volunteer Day for Economic and Social Development News Release, National
““I‟m just one person. What can I possibly do?” You would be
surprised: You can do a lot! Your efforts can improve people‟s lives,
change the outcome of events and shape the future for the better. It is one
sure way of experiencing how you, one individual, can make a difference
in the world.” (Weeldreyer, 2000, p7)
with the help of a voluntary organization. (Act XXII, Chapter 492, 2007) For an
overall orientation to the organization itself and what it does. They must also be
Volunteers need more clarification of what is expected of them and it is far more
difficult to obtain commitment to reach these expectations. (Hussey & Perrin, 2003)
The organization must have a structure in place that will support the volunteer
(Herman, 2004). Smith, Bucklin, & Associates, Inc. (2000) also point out that
attentive, communicative and of very strong leadership ability. The larger the number
membership – this can also help increase volunteer involvement in the organization
(Rich & Hines, 2006). Smith, Bucklin, & Associates, Inc. (2000) describe volunteers
34
as being an extremely important pool of labour and that some organizations are not
Pynes (2004), Rich & Hines (2006) and Herman & Associates (2004) all mention a
volunteer programme as being something that would help organizations manage their
volunteers better and help this sector be more effective and efficient in what they do
2.8 Membership
“Membership is a fluid concept, defined by each individual group.” (Rich & Hines,
2006, p2) being a member varies from one association to another; it can be as basic
person must feel that he has an interest in that organization and its mission; if not,
there is no reason for that person to become a member. It is therefore important that
the association or organization knows the different reasons why a person would
become a member. Usually membership is acquired with the payment of a fee. The
amount paid varies on the association as well as the output a person will get from
such memberships (Rich & Hines, 2006). More often than not, membership also
35
includes some kind of payment or dues. “Flat dues are the same for everyone;
graduated dues have different levels at which people can join.” (Rich & Hines, 2006,
p6)
With regards to membership, one will also find that there are a set of criteria for
for anyone who would like to join; these guide people on who can and cannot join an
organization. Some organizations have strict requirements whereas others may have
common that will make them want to be part of the organization itself. Such
organizations are usually more geared at increasing the number of members rather
than choosing who can and who cannot become a member (Smith, Bucklin, &
It is important that organizations are aware of motivation for both volunteers as well
as members (Rich & Hines, 2006). Following the statement about how important
2.9 Motivation
“Once involved, volunteers need recognition and thanks for the contribution they
make to your organization. They won‟t be receiving paychecks, so their worth should
be acknowledged in other ways.” (Smith, Bucklin & Associates, Inc., 2000, p311)
36
1992, p12). Since volunteers are not paid for their work and effort, they need to be
able to find satisfaction in other areas. It is for this reason that management must be
careful to nurture and motivate them to invest more of their time into the
requires that the delegated task be clearly defined, that there are mutually
understood goals and mutually agreed-on deadlines, both for progress reports and
management is not centralized so that people do not wait about for action to be taken
from above as this can create a passive attitude as well as critical and negative
approaches (Minarik, 1992). Burn-out can sometimes occur where stress levels are
too high and volunteers may lose interest or acquire a negative attitude towards the
organization (Smith, Bucklin, & Associates, Inc., 2000). This can be achieved
through training. A training policy not only offers equal opportunities to all
(Barbeito, 2004), but also gives the volunteers a sense of professionalism in what
they do, therefore increasing their motivation since they are more capable in their
as this can be beneficial when people start looking for new challenges. Promotions
personalities of people define the differences in their needs for achievement, power
and affiliation. In Maslow‟s Hierarchy, this falls under the need for love, affection
37
and belongingness; whereas the need for power and achievement relates to the top
According to McKee (2000), people respond to three levels of motivation which are:
The first would be joining an organization because it meets some kind of need that
they have. This might include the need for new friends as well as the need to belong.
The second is because a friend asks and they have a hard time saying no. Having a
friend that is very excited about a cause or organization makes for good recruitment
and also motivates others to join. The third mentioned reason is the belief; the strong
level of commitment towards a cause. The third is the one that motivates volunteers
the most and that will keep them from leaving in the long run. This should therefore
be a goal with all voluntary organization; to instill such a feeling in their volunteers
and members.
opportunity for individuals to use their instincts and demonstrating their creative and
Other reasons why volunteers sometimes choose to stop volunteering is because they
feel a lack of opportunities for advancement or that they become bored of their
stressing out volunteers and work towards making things better (Smith, Bucklin, &
Associates, Inc., 2000). It can also be because people feel that they are restricted in
38
2.10 Conclusion
As one can see from the above literature review, Human Resource Management
incorporates many areas which management must focus on. Different HR policies
must complement each other to help implement proactive and effective management
these practices and policies are put to use as recruitment and retention in these types
volunteers and members. Various differences can be seen from the normal profit-
and members must be recruited and treated differently from paid employees. When it
prospective members and volunteers know of the organizations‟ mission and what
benefits one gets from being involved. With regards to retention, factors such as
highly on volunteers and membership and therefore must make sure that they have a
sound system which caters for their needs so as to attract them and retain them even
longer. The following chapter will look at the Research Methodology used in this
research question and how data and information was gathered and applied to the case
study.
39
3. METHODOLOGY
40
3.1 Introduction
Understanding the various methods of research used is very important because it will
enable a better and more thorough understanding of the research subject. This
chapter will give a general idea of which techniques were used to conduct the
research; both quantitative and qualitative techniques were used and a specific
voluntary organization was chosen as a case study. The following will also include
how data was gathered and how it was then analyzed to produce information. Ethical
issues and limitations with regards to this research have also been included.
The research makes use of various methods of research which are aimed at shedding
more light on how The Malta girl Guides Association, as a voluntary organization,
deals with the recruitment and retention of its volunteers and members and how this
process can be improved to deal with a decrease in membership over the past years.
This was done with the use of various methods aimed internally at present members
Several different methods were used during this research to collect data; both
qualitative and quantitative methods of research were used on the various sample
Secondary data was used throughout the course of this research. It was first used to
identify the case study subject, as well as to produce the material used in the previous
chapter.
41
Secondary Data is the type of information that has already been gathered for other
purposes but that is available to the researcher while gathering data on a specific
research questions since this type of research enables the user to read about what has
already been discussed and published and also gives way to asking new research
As previously mentioned, both qualitative and quantitative data was used in this
research question.
Various qualitative secondary data was used during the course of this research.
Different books, by a variety of authors, were used and quoted in the Literature
Review to sustain the subject at hand. These gives justification for the topic as well
as start off the research by giving a credible background as well as help the
researcher pose questions that need to be answered. They also offer a valid and
reliable source of data for the user (Saunders et al., 2009). Another source of
qualitative secondary data were publications provided by The Malta Girl Guides
Association on various areas; these were used to help provide the researcher with a
better background on the case study chosen as well as to come up with better
Guides and Girl Scouts‟ were also used for this reason.
As for Quantitative Secondary Data, internally these were used in the form of
Association statistics with regards to The Malta Girl Guides so as to get an idea of
the present situation of the recruitment and retention patterns of the Association.
42
External quantitative secondary data was also used in the form of national statistics
which were attained form the National Statistics Office website. These were used to
get a perspective of the actual amount of prospective female volunteers and members
on the islands as well as the number of persons who already give their time for such
causes.
Although very important, one will not answer such a research question through
secondary data alone; therefore this must be linked to primary data which is to be
Although secondary research is cheaper and very useful in starting off one‟s
various methods of primary research where used, both qualitative and quantitative.
An important method of qualitative research used during this research was that of
Focus Groups. In Focus Groups, a group of people are called together and are asked
specific questions about the research topic to get a more in depth answer as well as
spark some form of discussion on the topic at hand. During a focus group session, a
make sure that discussions are kept on-track with the subject and that everything runs
43
smoothly. The setting in which they take place also helps to reveal information that
will otherwise not be identified. This is because focus groups are kept confidential
and therefore people feel more comfortable in stating their real opinions on the
subject matter as well as interacting with others (Krueger & Casey, 2000).
In this research, four different focus groups took place; one group for each members‟
section of the Association. Each focus group had one moderator and one media
device recording the discussion. The groups were divided as such so that the
different age groups are not mixed and each member is able to understand what the
others are saying since they can all relate to each other on the various questions
asked.
Various subjects where tackled during these focus groups; some questions also
involved showing pictures, logos and adverts to introduce topics and to get feedback
from the participants. One question also made use of an emotional picture depicting a
sad girl, to see how the participants related the emotion to the Association and their
Participants for the focus group where hand-picked by leaders in each locality all
over Malta. Therefore each village had the opportunity to include four participants,
one in each age group. Leaders were directed to choose participants who are
confident to talk in groups and who have been members of the Association for more
than a year (See Appendix D). This was done to increase the validity of the data
created since a lack of confidence or a lack of experience would reduce the quality of
the discussion and the final worth of the data produced. By being able to speak up,
participants will ensure that everyone‟s opinion is shared; by having a good amount
of experience as a member in the Association, it could ensure that opinions were set
44
on a good amount of activities and meetings visited and that a more holistic opinion
could be provided for. The numbers of participants for each group were as follows:
Each Focus Group had one mediator; the youngest group had two mediators so that
one could keep participants attentive due to their young age. Mediators were given
guidelines on how to proceed with the focus group so that all four focus groups were
able to make use of the same introduction approach, this ensured consistency. (See
Appendix C)
(Angrosino, 2007). This type of research can be both unobtrusive and obtrusive in
45
Unobtrusive Observation, where the individuals are unaware of the fact that they are
being monitored (Jonassen et al., 1999), took place in each district during their
A visit to two National Board meetings was also done to observe how the
administrative board went about taking decisions, how the members in the board
worked together and how this affected recruitment and retention. This time the
During the observations sessions, descriptive notes were taken where the researcher
wrote things as they happened; The setting and the mood were described in detail
Questionnaires are very useful for gathering specific data. They are composed of a
(Pakroo, 2008).
The various types of questions used in the questionnaires varied from open ended
where participants could give a wider answer, to closed ended questions which
Two different types of questionnaires were compiled for both Leaders, who are the
46
on the most important areas of recruitment and retention which were previously
and position as part of the Association. Other topics followed, such as motivation,
Distribution took place during monthly Leader‟s Meetings, held at district level.
present and collected during the same meeting; this increased the response rate in
addition to giving the researcher the opportunity to explain what the research is
about. The researcher explained that the research was aimed at identifying the
recruitment and retention process of this specific Association. It was also pointed out
that by their input, the researcher could be able to get an insight into what they, as
volunteers, feel, their opinions on the several topics and the effect the process has on
The questionnaire was aimed at all the adult volunteers in the Association; this
number at the moment stands at one hundred and twenty-six leaders. Since not all
leaders attend the monthly meetings on a regular basis, a total amount of seventy-
seven questionnaires were collected with an overall total of sixty-one percent of total
participants were female since the Association is all-female based and ages ranged
47
External Sources (Parents/Guardians of Members)
Questionnaires for this section were shorter and consisted of twelve questions. The
employment. The second part of the questionnaire focused on the participant‟s view
on the work done by the Association, how they became aware of the association and
what affect they have seen on their daughter/sibling due to membership with the
acquiring an external view of the Association; the views of people who are not
Distribution of the questionnaires took place with the help of adult volunteers who
were allocated two questionnaires per village. Each village unit had the responsibility
the adult volunteers randomly and were not specifically for female participants only.
The fact that each village chose two respondents meant that each had representatives
to voice their views on that particular village unit. Since variances are found from
one village to another, this method reduced any biases and provided a good sample.
questionnaires were given to volunteers to give out to parents, some resulted in a lack
of receipt due to negligence or the questionnaire being lost. Another reason why
some questionnaires were not collect is because some adult volunteers were not
present during the monthly leader‟s meeting and were therefore not notified of the
research.
48
3.3 Procedure Overview
The process which took place so that all the above mentioned research could be
First a letter was sent to the Chief Commissioner of the Malta Girl Guides aimed at
acquiring approval from the National Board of the Malta Girl Guides (See Appendix
A). After approval was given, the literature review helped the researcher form the
different research tools and the questions they involved. These were then presented
to the National Board for approval during a visit to one of their meetings.
Observation research also took place during these two meetings. The National Board
members knew that the researcher was gathering such data and that it would be used
Contact was then made by e-mail with the three different District Commissioners to
set dates on when to visit the leader‟s meetings of each district. During the visit to
these meetings questionnaires as well as Focus Group details were distributed and
the procedure was explained in detail to all present. The observation sessions also
The explanation given to adult volunteers regarding this research was necessary since
the researcher needed their help for questionnaire distribution and collection as well
as notification to focus group participants. They were told that the research was
focused on the Association‟s ability to recruit and retain members as well as how this
can be improved. It was also pointed out that their help was much appreciated.
Information on the data gathering through observation was not divulged since this
would hinder the research process if the volunteers knew what the researcher was
observing.
49
3.5 Pilot Study
Before conducting the questionnaires and focus groups, a pilot study took place on
all material with three different members of the Association. All three were given the
material separately and then gave the researcher feedback. This process was held
informally and feedback was given instantly after the three volunteers went over the
material at hand. Only a few minimal changes in the wording took place since they
found the questions to be easily understood. The pilot study also tested that questions
asked did not offend the person or go against any ethical issues.
Ethical concerns were taken into consideration throughout the whole of this research
question. The researcher made sure that at all times, participants of questionnaires,
focus groups and observational research never gave out personal information such as
names and contact details; nor do these details ever appear in this research. All
participants were notified that at no time would their details be published in any way
Since all adult volunteers, national board members and parents/guardians are over
the age of eighteen, no parent consent was required according to the Data Protection
Act (Chapter 440, Act XXXVI of 2001). With regards to the Focus Groups, since
they involved underage members, parents were notified with a letter detailing what
the focus group was about and that the session will be recorded. Parents/Guardians
were also required to sign a consent form allowing the member to participate;
50
Apart from parents/guardians, adult volunteers were also notified of the research
with a letter describing the research itself and their role in the data collection process.
A copy of the research question will also be available at the Malta Girl Guides
Association‟s Island Head Quarters for access by volunteers and members if the need
arises.
The method of analysis during this research question was with the use of computer
easy access to tables as well as formulas and summations. Information gathered from
questionnaires was inserted into tabular format; this facilitated the calculation of
formulas, averages and totals making them much easier and faster to obtain. For
easier analysis of open ended questions, they were placed into categories depending
on the theme of the answer; this helped increase the logic gathered from each theme
and the researches was still able to utilize the data gathered in a reasonable manner
Microsoft Word 2007, a word processing programme for Windows, was used to take
note during observational research as well as to write down the important factors that
3.8 Limitations
A limitation of this research could be that volunteers did not feel comfortable
criticizing the Association and therefore emotions and feelings affected the overall
result gathered from questionnaires; this has been reduced since questionnaires did
not require any personal information divulged as well as the research being carried
51
out by someone who has goals which are set outside the Association and for
academic reasons.
Another limitation of this research is that since the research is mainly based
internally, it is unable to identify factors which could affect recruitment and retention
from the external environment. This could have been overcome by conducting
questionnaires with people who are not members or volunteers in the Association;
this could not take place in this study due to time limitations.
52
4. ANALYSIS & DISCUSSION
53
4.1 Introduction
In this chapter, the data gathered from the different methods of research will be
questionnaires, during focus groups and what the statistics can reveal. Reference will
also be made to what was observed during board meetings and adult volunteer
meetings.
The main characteristics from the methods of research used will be emphasized and
analyzed so that the different answers can be broken down into smaller parts and
compared. This way differences in answers can be visible, a better understanding can
54
Yearly Statistics as at February 2010
1400
1200
1000
Number of people
Leaders
800
Young Leaders
600
Adult Members
400 Members
Total
200
-200
From the statistics provided by the Malta Girl Guides Association, it can be seen that
over the past five years, starting with 2005-2006, members and volunteer numbers
have fluctuated but has always stayed close to an average of one thousand and
adult volunteer numbers were far less than they are today. The figure above shows
how membership and volunteer numbers have changed throughout these past six
guiding years. It also shows that the current year 2009-2010 has been the strongest
55
out of the six, both with regards to membership as well as in the number of adult
volunteers. The slow increase in membership could be due to the fact that the
Association has realized their need to invest more time in recruitment and retention
methods and have therefore started giving the issue more time and have contributed
more time to this aim. The issue of age gaps can also be linked to mentoring and the
ability of the younger leaders to learn faster and their want to gain knowledge; while
The National Board is made up of nine members who are adult volunteers. Their
ages vary from twenty-three up to a member who is over fifty years of age. Their
careers fall between professional to white collar as well as one who is still a student.
As a board, they seem to work very well together as a team and are driven by their
56
4.3.2 Adult Volunteers
The total number of volunteers that answered questionnaires was that of seventy-
seven participants. These were divided into three districts namely the North, South
and Central Districts; an average of twenty-six members from each district replied to
the questionnaires. The majority of the adult volunteers interviewed where in the „21-
25 years old‟ age gap (thirty percent) and therefore most of them were students
undergoing their studies in a tertiary education institute. The increase in this age
segment could be due to more interest from youths to give a service to their
community as well as the need for an extracurricular activity throughout their time as
a student. The majority of the volunteers have been members of the association for
more than eleven years, having been members from a younger age; which could
show that being a member can increase the chances of members becoming volunteers
members themselves, this also meant that during the answering of questionnaires,
57
Through observation, once could see that adult volunteers also have a very good
relationship between them and some are even friends in their personal life. Each
village has a number of volunteers each, who work as a team and in tune with the
Parents from all three districts took part in a questionnaire to give an insight into this
research with somewhat of an external perspective for a better overall view of the
The parents or guardians who took part in the questionnaires were either a mother or
a father of one of the Association‟s members and the majority of the occupations
58
parents or guardians may have an effect on whether or not they register their
Association. Parents, who know what programme the Association offers, are more
likely to keep sending their daughter; parents who think that the Association has
more of a recreational purpose may choose different alternatives for their daughters.
The participants for the Focus Group were all members of the Association between
five years of age and eighteen years of age. This is because all four sections of the
Association were represented with a focus group each section. Since they are all
under the age of eighteen, all are still students. Also, as requested by the researcher,
members have all been members for more than one year so as to be able to provide a
The Malta Girl Guides Association has a very recent Strategic Plan for Growth (see
Appendix I) which was set up this year and is in its first year of operation. The
membership by five percent each year until the year 2015. Since it is in its first year,
it is still in implementation stage and not much result has come from it but has
started to instill a sense of responsibility towards these goals for the whole of the
Appendix I).
59
With regards to recruitment, from both the adult volunteer questionnaires as well as
the parents‟ questionnaires, one could see that word-of-mouth is the most popular
60
Figure 9: Member Recruitment Method (Parent/Guardian Questionnaires)
This was also reflected in the parents‟ responses where fifty-two percent of the
parents stated that they heard of the Association through word-of-mouth; this method
was also commonly found during the focus group. The young section from age seven
till ten years said that their family and friends told them about Girl Guides. They also
stated that they also introduce new friends to the Association in this manner and that
since they enjoy themselves, they share this with others and promote the Association
The older section, who are in the between the ages of fifteen and eighteen, said that
they too were introduced to the Association by friends or family through word-of-
mouth when they were young and feel that that is why they are still strong active
members. They believe that when a member is recruited at a young age, they are
more likely to remain members and become volunteers in the future as they are
61
instilled with the values and goals of the Association from an early age and this
However, from the Parents‟ questionnaires, it also resulted that thirty-five percent of
the parents heard about The Malta Girl Guides Association after seeing them during
an outdoor activity. This was also true during the focus group of the older section
who is between the ages of ten and fifteen where some participants said they stared
showing interest in becoming a member after seeing the Association‟s members and
volunteers during a local marching parade or during a local event in which the
Association was were represented. Being visible in different activities and locations
With regards to other aspects of recruitment, the majority of adult members feel that
the Association in today‟s world has many obstacles to face with regards to
recruitment and retention. When asked if they feel the Association has a lot of
competition with other extracurricular opportunities available for children and youth
today, seventy-five percent felt that this is the case. This can be further strengthened
with the fact that seventy-four percent of the parents who were questioned, said that
their daughter attended some sort of extracurricular activity apart from being a
member of the Malta Girl Guides; also evident in the focus group held with the two
younger sections who were asked a similar question; many had said that they attend
activities such as dancing, art or music lessons to name a few. Nowadays there is a
large variety of extracurricular activities for children and youth and this can hinder
the recruitment into this specific Association. Another question that focused on
children and youth and what affects the recruitment process is that since the
that accepts boys as well as girls. The majority of adult volunteers, that is, thirty-one
62
percent of the questionnaires, felt that this could be an issue for those older than ten
years of age; eighteen percent felt that this would not be a problem for the members
younger than ten years. This is because as members get older they appreciate mixing
with boys during their extracurricular activities while the younger girls prefer to be
on their own.
Another set of questions were also set to shed light on the relevance of the
Association to its members and to society in general. The first question of this sort
asked adult volunteers whether or not they feel the Association is still relevant in
today‟s society while another question asked whether or not society benefits from
63
Associations of this sort. Ninety-seven percent of the adult leaders felt that the
Association was still relevant in today‟s society and ninety-two percent of them felt
that society itself can benefit from such Associations. Being volunteers themselves,
they must feel that what they are doing is important and this question shows that they
do feel in this way; this can also be incorporated with motivation which will be
Ninety-seven percent of the adult volunteers feel that girls and young women today
need something other than school to help them develop into better citizens. All of the
parents feel that their daughter benefits from being a member of the association.
Ninety-seven percent of Parents also feel that being a member has had an impact on
their daughter‟s development and the same percentage also see a difference in their
daughter since sending her to Girl Guides. They mostly see a difference in their
daughter‟s confidence, with forty-eight percent of parents choosing this as their first
option of how Girl Guides has made a difference in their daughter‟s life. This holds
elements of the mission statement of the Association which states that it aims at
Being able to provide opportunities to develop one‟s potential is part of the mission
statement of the Malta Girl Guides; when asked whether or not the adult volunteers
felt the mission statement was being accomplished by the Association, eighty-eight
percent of the adult volunteers felt that this was being reached. Ninety-seven percent
of leaders thought that in twenty years time, the Association would still be up and
running while the other three percent were unsure that it would be. This can
sometimes prove to be a de-motivator for these adult volunteers since they feel that
what the Association stands for, will not be relevant in twenty years time, or that
society will no longer search for such Associations. Talbot (2003) talks about how
64
important it is that the organization must put forward its goals and values with the
help of the mission statement, and it must also be understood and accepted by
everyone involved. If a person does not believe or understand the cause or reasons
work towards these goals and values. When asked whether or not the adult
volunteers helped the association increase its membership, ninety-seven percent felt
that they did; when asked if they felt a duty to do so, ninety-six percent felt that they
should, while the other four percent did not think this was their duty. It is very
important that everyone is on the same wavelength with regards to goals and values,
and therefore recruitment of new members must be a goal for all the adult volunteers.
With regards to retention, during the focus group, the young section who are between
seven and ten were asked if they would remain members of the Association when
they grew up. Many of them said that they would only if programmes remained
interesting. Some also stated that when they grow up, they would like to become
adult volunteers just like their leader. One child disagreed and said that she does not
feel accepted by her group and that this would ultimately result in her leaving the
Association. Therefore the experience that a person has can be very different from
another person‟s experience. One participant in the focus group stated that although
she enjoys being part of this Association, her enthusiasm is sometimes reduced due
to the lack of interest from older volunteers who have been members for a longer
period of time. This show shows how important a quality programme is for
members. The Association must make sure that every person‟s needs are being met
and that individual needs are taken into consideration by those in charge; this could
65
With recruitment of members comes the payment of a membership fee, and this is no
different in this Association. Membership fees can have a positive or negative effect
This is because parents/guardians may find the membership fee expensive and refuse
to send their daughter, or else they may find it too cheap and associate it with a low-
standard programme. A standard fee is not paid to the Association in this case, but to
the individual village units. Each village is to pay insurance and membership fee for
each member to the Association‟s Financial Control on a yearly basis but the rest of
the village fee is decided upon on an individual level. Therefore parents identified
Euros each year whereas others varied from fifteen to twenty Euros (fifteen percent),
twenty-six to thirty Euros (eleven percent) and also one parent pays more than forty
Euros a year. Although there is a lack of consistency between one village and
66
another, eighty-nine percent of parents felt that the fees they paid are of a reasonable
price, while twenty-two percent feel that the fee they pay is too cheap; none of the
questioned parents felt that the fees were expensive. Having a reasonable
membership fee can enable the Association to compete with other extracurricular
groups.
Moving on to training and mentoring – these were discussed in the adult volunteer
questionnaires. Seventy-nine percent of adult members felt that they are given
adequate training to fulfill their role in the Association. Another question then
focused on what type of training the adult volunteers wished they could have. The
most common answer was Child Behaviour Management Training, with forty-four
percent choosing this as their first option. This was followed by training on Dealing
with Disabilities which scored a twenty-two percent. This shows that some leaders
do not feel qualified in certain areas of their role in the Associations. Training is very
important to adult volunteers so that they can feel confident in their role in the
Association and providing training can make them feel more secure and much more
ready to take on their role. As observed during the adult volunteer monthly meeting,
this is also evident. More often than not, Adult volunteers have a very interactive
meeting with their District Commissioner where the first part is the sharing of
information but the second part is more of a games and training session. Observing
the volunteers, they seem quite content to take part in all the activities as well as they
seemed to be very confident with each other and more of a friendship environment
rather than a formal meeting. Since most of the time, adult volunteers are somewhat
busy; holding training during the monthly meeting motivates the volunteers to attend
more and reduces the need to meet on a separate occasion. It also means that
volunteers keep their skills up-to-date and are more able to fulfill their role.
67
The Association also provides for a mentoring process for new adult volunteers so
that they can learn from others and have a person who is their point of reference
when in difficulty. When asked if the adult members ever heard of mentoring,
eighty-eight percent said that they did and fifty-two percent acknowledged that the
Association offered mentoring to help fulfill roles better. Thirty percent of the adult
volunteers did not know that the Association offered this service while sixty-four
percent stated that they were never assigned a mentor during their voluntary work.
From those who said that they were provided with a mentor, eighty-nine percent said
that this even made a difference and helped them fulfill their role better. Those who
were never assigned a mentor, sixty-nine percent were not interested in having a
mentor.
A set of questions were then posed with regards to their future in the Association and
whether or not they felt they had a future as adult volunteers. Asked whether or not
they would leave the Association had they not been so involved, thirty-four percent
said that they would; asked whether or not they saw themselves as still adult
volunteers in twenty years time, fifty-three percent said that did. The last question
was based on whether or not they wished to have a higher role in the Association in
the future, to which sixty-nine percent said they would not want that; this shows a
4.5 Motivation
For the Association to recruit and retain volunteers, they must provide them with
opportunities to engage and retain their talent on a frequent basis (Kaye & Jordan-
Evans, 2008). This is true to motivate the volunteers to want to remain active in the
Association. Questions which were based on motivation showed that different people
68
had different needs and what motivates one person may not motivate another. Kaye
& Jordan-Evans (2008) also pointed out that different employees are retained in a
different manner and that managers should ask their employees what does motivate
them.
During the questionnaires to the adult volunteers, several questions were asked with
regards to motivation. Since volunteers are not paid in money, they need recognition
and acknowledgement for their work (Smith, Bucklin & Associates, Inc., 2000).
When asked if they felt appreciated in their role in the Association, eighty-six
percent felt that they were, whilst thirteen percent felt that they were not; the other
Another question was aimed at asking whether or not the Association showed its
appreciation towards hard work from its volunteers; seventy-nine felt that the
Association did show its appreciation while twenty-one percent felt that it did not.
69
Many volunteers look for added personal benefits when giving their time to a cause
(Wittich, 2003). During the questionnaire, adult volunteers were asked about the
effect that being a volunteer has on their life. When asked what was the main
motivator for being an adult volunteer, most replied were that they enjoyed
themselves when they were members at a younger age and still do now that they are
adult members (thirty-four percent). The next most popular answer, with thirty
percent, was that they feel a sense of fulfillment from their role in the association.
Other popular answers where that they enjoyed working with the younger members
(nineteen percent) and that they enjoyed the sense of responsibility (ten percent).
When asked how being a volunteer helps them in their personal life, thirty-four
percent saw that being a volunteer gave them confidence in themselves; a tie of
skills and experiences that help their personal career as well as having a chance to
give something back to the community in the form of voluntary work. Having
benefits which incorporate the volunteers‟ personal life can help increase motivation.
70
During the focus group a common theme between all age groups was that they
enjoyed themselves during meetings and activities and that they enjoyed their time
with friends; this is a major aspect of motivating members to remain members of the
Association. Motivating members and volunteers means that they remain loyal to the
On the other hand, a related question looked to how being an adult volunteer
hindered their personal life. The most popular reply, with forty-two percent, was that
the role took up a lot of their free time. Following was the answer that sometimes too
much was asked of them as volunteers (seventeen percent). Another popular and
similar answer with fourteen percent was that being a volunteer sometimes took too
much time away from family time. In this question, participants had the option of
choosing to write down an answer which was not available as an option. One
particular participant wrote “it takes so much time to prepare but when the
programme is presented to the members, they do not seem motivated at all”; another
wrote “I am often taken for granted”. Another set of questions asked whether the
work load for the volunteer was too much or too little; fifty-one percent felt that they
had too many responsibilities. Such circumstances can hinder retention of volunteers.
In a specific question, adult volunteers were asked whether the association chose the
same people to take part in projects over and over again; fifty-five percent agreed
that this was the case and out of these fifty-five percent, thirty-six percent felt they
were not part of this group of people sought by the Association. This can also be seen
as a de-motivator if volunteers feel that they are not worthy to be approached for
projects or decision making opportunities; in fact, seventy participants felt that the
members too.
71
When asking the members what motivates them to be active in the Association, they
replied with various answers including learning new things and becoming more
confident and courageous, learning new skills, meeting new people and going abroad
to name a few. The oldest members between the ages of fifteen and eighteen also
made it a point to state that they wanted to give back what Girl Guides had given
them throughout their membership and the only way to do that is provide the same
experience to the younger members. This can only be done if they become adult
members themselves in the future. All of this motivates them to remain members.
Other members during the focus group for those members aged fifteen to eighteen
also stated:
"I would have left guiding a long time ago, if my mum would let me"
"The only reason I remain is because it‟s become a usual part of my life"
Such quotes reveal that some members do not like the present conditions that are
provided in their village units. The first quote also shows that parents know how
beneficial it is that their daughter has an extracurricular activity. This was also
evident in the parents‟ questionnaires where they felt that their daughter‟s
membership has a positive impact on their daughter‟s life. The second quote
strengthens the previously mentioned aspect that when members are entered at a
young age, they are most likely to adopt the values and goals of the association; in
fact it becomes part of that person‟s usual everyday life. This shows that in some
cases the Association fails to satisfy the needs of such members or volunteers who
72
4.6 Decision Making and Communication
Strategic decisions taken must serve as a path for the organization to follow
path, this path must be communicated with the whole of the organization so that the
whole of it can move in one same direction. During the observation research method,
the researcher was able to gather information on the decision making process as well
as how well the National Board and the members communicate between themselves.
During the first meeting observing the National Board, it was evident that the
members on this board held very informal meetings were all themes and subjects
were discussed at length. Each member was given the time to state their opinion as
National Board seem to work very well together and have a system whereby
through the District Commissioner during monthly volunteer meetings. During a visit
to one district meeting, the researcher observed that the meeting was not only used
for dissemination of information, but also for training purposes; since information is
sent to adult volunteers by e-mail throughout the whole guiding year when necessary.
This could be to reduce the amount of time the volunteers spend listening when
compared to the time being used for training. It can also help increase attendance of
volunteers to such meetings if they are made to be more interesting. During the first
part of the meeting, the District Commissioner shares ideas and decisions which were
previously discussed during the National Board meeting; some decisions are then put
forward for feedback while other decisions are final and are only for informational
purposes. This depends on the type of decisions being taken and whether or not they
can allow for feedback. It shows that the administrative board is able to take better
73
decisions through cooperation and understanding but also shows that in some cases,
decisions are taken at the top and disseminated as required rather than given time for
feedback.
Association communicates its vision with adult volunteers, eighty-eight felt that this
was the case. Further on the theme of communication, volunteers were asked
whether or not they could easily give suggestions to the Association, seventy-eight
percent said they could. While sixty-five percent agreed that their decisions were
was through the District Commissioners (seventy-one percent). This was followed by
a sixteen percent who felt they could call or e-mail the Chief Commissioner with
their suggestions. This shows that most of the adult volunteers do not hesitate to pass
forward their suggestions directly to National Board members. Having said this,
fifty-three percent of adult members feel that they are sometimes left in the dark on
certain subjects or future visions of the Association or that the Association does not
communicate everything to the adult volunteers. This may show that although the
administrative board works well together, they might not be sending all the required
74
Figure 15: Volunteers Involvement in the Decision-Making Process
Asked whether or not they were involved in the decision making process in any way,
almost half of the participants said that they were not (forty-nine percent). From
those whom agreed, fifty-four percent felt that they were given opportunities to be
part of planning teams on certain projects and decision making sessions. Another
twenty-five percent felt that the Association took decisions and then presented them
to the adult volunteers for feedback. By including volunteers in the decision making
process, it would enable for more motivation as well as an increased shared vision
towards the same goals. This is because by including people in the decision making
process, they feel valued and therefore more willing to do better work. From the
focus group, it was evident that many of the age groups were included in the decision
making process with regards to programme preparation. Members from ages seven
up till eighteen all said that their leader asked them what they wanted to do with
regards to monthly programmes; some of the older sections were also given the
opportunity to design their own programmes they way they see fit and this also
75
increases motivation and retention since members are doing what they like doing
best as well as feeling part of the decision making process from an early stage of
membership.
The external environment is complex and it can also influence the success of an
process is not only affected by the internal company environment but also by entities
The way people view the Association, or the amount of knowledge and awareness
the external environment has, can affect the recruitment of new members and
volunteers in the Association. This was an important issue that came out in the
various research methods that took place during this research question. Many are
those who do not know about the Association or what its main goals are. This can
misconceptions and this reduces the likeliness that people come forward to volunteer
or enroll as a member. As seen previously with regards to adult volunteers, the de-
motivation factors could cause people to shy away from becoming volunteers.
During the focus group, the members between ten and fifteen years of age were
asked about the reaction they got when they mentioned to friends that they are
members of this particular Association. Some answers included that sometimes peer
pressure results in new members not joining in; others say that due to the wearing of
uniforms as well as parades they are not interested in joining. This was also seen in
the adult volunteer questionnaires where they were asked whether or not they felt the
76
volunteers; sixty-two adult volunteers felt that this did hinder the recruitment
process.
The oldest group also mentioned that at their age between fifteen and eighteen, many
are still acquiring an education and feel that they do not have the time. Since this age
group sometimes start helping out the adult volunteers in preparations and
Association starts to increase with age and some potential members find this as a
hindrance and this can result in such people not approaching the Association.
Awareness about the Association is also very important with regards to potential
volunteers and members. People need to know what the Association provides so that
they may be tempted to join in. During the parents‟ questionnaire, they were asked
what they considered the Girl Guides programme to be. The most common answer
common was that the programme was Educational (twenty-one percent). These two
answers were correct, but some parents, ten percent, also thought the programme was
a recreational one. Although the programme is filled with recreational style activities,
sometimes are unaware of what the Association stands for, let alone people who
This leads to the next area of the external environment with regards to marketing the
visibility, it is very difficult to find information on the Malta Girl Guides Association
on newspapers, magazines and any other printed media. During the focus groups, all
77
the age groups were shown pictures which included the Association‟s logo and a
recent advert published in a Sunday newspaper. When they were first shown the
advert in black and white (which is how it was printed on the newspaper), they
thought it needed colour to catch the reader‟s eye as well as more pictures of older
members since as it was, it looked as though it was meant only for younger member
does not get the required or desired message through and going back to
communication, the advert could have been communicated with some of the
4.8 Conclusion
Therefore since the age distribution shows that a younger group of volunteers are
present, the Association must work on building a future for the Association with
regards to succession planning through mentoring and providing all the necessary
training. Although many of the volunteers still see themselves as members in twenty
years time, the Association still needs to build a strong base of volunteers so that
they have enough human resources who are capable of keeping the Association
The Association must also work on building awareness both with its volunteers and
with its members but also with the outside environment so that they will be able to
grow their Association further. The only way that they can grow is through an
increased recruitment and retention plan which provides a constant flow of incoming
recruitment to counter those who will eventually leave or retire as well as keeping
78
the present members and volunteers motivated through training and a programme
79
5. CONCLUSIONS & RECOMMENDATIONS
80
5.1 Conclusions
The research question has provided a broader perspective into the importance of
Association, as a case study, has been researched, analysed and explored so that the
researcher was able to get a clear view of how the actions of the Association affect
recruitment and retention. What makes new members become interested in joining,
what motivates volunteers in giving their time for such a cause and what hold people
from becoming volunteers and members were all reviewed through different research
An important area which was researched was the motivation of adult volunteers and
members and the impact it has on the overall constructive role they can have in an
volunteers, it was found that these volunteers believe in the cause of the Association
and for this reason, they are still working towards these goals and motivated to do so
by many different factors. They may sometimes feel that their work is not
appreciated or that they need more training on certain aspects of their role, but in the
end are still motivated to make a difference. Many felt that although they are given
training to do their role, there are still areas in which they are finding difficulty and
their work, they are able to deliver a better result; and training helps volunteers to do
this. The Association must therefore provide more opportunities for volunteers to
acquire new skills and put forward suggestions for new training themes. This way
any difficulties can be solved from the start. It must also provide a challenging
81
programme for its members and be able to compete with other youth organizations so
as to increase the likeliness that people will choose their Association over another.
Another important aspect that emerged from the adult volunteer questionnaires is the
motivation factors and how they sometimes lack motivation in their role in the
Association. Many times the volunteers do not feel appreciated for their work. Since
volunteers are not given monetary rewards, they are always in need of other
motivation factors such as praise and appreciation. The Association should make it a
point to show their appreciation for the work done by volunteers not only by
thanking them after the hard work but also by acknowledging with others the hard
work of each volunteer and rewarding this hard work with different opportunities.
include more volunteers as well as different volunteers – not choosing the same
must also be done in a way that reaches everyone at the same time and provides
room for feedback and criticism from volunteers. This way volunteers will not feel
that they are being sidelined but included in the process; it also means that volunteers
will feel more motivated to give suggestions as well as feeling part of the
With regards to recruitment of new members, it was visible that the Association is in
dire need of promotion and marketing within the external environment so that it is
able to build a relationship with the outside world. The Association has a lot of
competition with other extra-curricular and youth groups and must therefore stand
out from this crowd and show the external environment who they are and what they
are all about. Without this relationship, recruitment is very difficult and can lead to
82
the Association loosing members and volunteers and not being able to replace them,
As could be seen in the analysis of data, the Association has been having difficulty in
5.2 Limitations
Each voluntary organization has its own goals and values; they all have different
mission statements and different ways of going about recruitment and retention.
Some voluntary organizations do not depend on membership for survival and some
This case study is limited in the sense that the external environment was not
researched on a substantial scale and therefore recruitment still has a wider variety of
areas that can be explored. However it does provide a view into what present
members and volunteers think about their role in the Association and this can be a
starting point for further research as well as for a more detailed recruitment strategy
5.3 Recommendations
the case study itself as well as recommendations for further studies on the topic.
83
5.3.1 Recommendations for the Malta Girl Guides Association
As an Association, the Malta Girl Guides have been around for more than ninety
years; but it seems the general public knows little about who they are or what they
do; this in turn effects the recruitment of new volunteers and members. Therefore the
advertising campaign and also making use of present members to promote the
Association through word-of-mouth since this has shown to be the most popular,
This could be done through activities such as a Membership Drive. Pakroo (2009)
describes two points in particular which would be put to good use in this case study
Association. The first is that the Association needs to define and create incentives so
as to make membership more attractive to potential members; this can also be done
for volunteering in addition to membership. Through doing so, the Association will
be able to produce material which outlines these benefits and enable for a more
informative manner in which to attract and recruit new members and volunteers.
Prospective members and volunteers need to know “what they get in return for
becoming a member” and that “materials clearly outline the material benefits of
joining” (Pakroo, 2009, p109). The second point which Pakroo (2009) points out is
that non-profit organizations need to “Hit the Streets” (Pakroo, 2009, p110); this
means sending out present volunteers to promote these previously mention benefits,
volunteers; the Association needs to ask for volunteer feedback from time to time.
The questionnaires showed that some of the volunteers do not feel appreciated. As a
feel that they can give their opinions and feelings more openly. In this manner, the
a variety of areas; they have practice with members and can therefore give first-hand
more members.
through state and church primary and secondary schools around the Maltese Islands.
This can give a detailed account of what girls and young women in general, think
and know about the Association; it can therefore give the Association more ground
secondary schools because here one can find the majority of children and youth
gathered in the same place and can therefore provide for a better and quicker sample
to be conducted.
Further research can also include the general public so as to get an insight into how
the general public perceives the Association and to which extent do people know
5.4 Conclusion
The research has shown the importance of applying Human Resource Management,
85
economic and social force” it today‟s society (Anheier, 2005, p10). While referring
to non-profit management, Smith, Bucklin & Associates, Inc. (2000) state that an
organization will prosper if it manages its most important resources well; the most
important resource for a non-profit organization is that of its people. But for a
voluntary organization to have people, it must recruit and retain volunteers and
members and finding “a group of people with different skills who work congenially
together for a common good” (Smith, Bucklin & Associates, Inc., 2000, p310).
Some organization, The Malta Girl Guides Association in particular, cannot function
without the input of volunteers and it takes good management of these people,
people. The effective recruitment and retention methods used for volunteers and
members are the key to such an organization‟s success (Smith, Bucklin &
86
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APPENDICES
92
Appendix A: The Malta Girl Guides Draft Statute as on
May 2010
GIRL GUIDES
TABLE OF CONTENTS
Preamble
Mission Statement
Vision
Article 2: Headquarters
Article 4: Membership
Article 5: Structure
Article 6: Appointments
Preamble
This Statute governs the operation of the Malta Girl Guides Association and
safeguards the Fundamental Principles of the Girl Guide/Girl Scout Movement,
which is based on values and dedicated to the education of girls and young women
through the method conceived by the Founder. The Association is self-governing
and strictly non-political. It is a voluntary and a non–profit making organization in
accordance with the voluntary organizations` act Chapter 492 of the Laws of Malta.
Mission Statement
The Malta Girl Guides enable girls and young women to develop a good character
and to discover their potential through an interactive programme, giving a positive
sense of direction and a world of opportunities as responsible citizens.
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Vision
Guiding
ARTICLES
1 Name
1.1 Logo
Article 2 Headquarters
2 Address
The registered address of the Malta Girl Guides is 49, Capuchins Street, Floriana
FRN 1052.
3. Principles
The Fundamental Principles of the Association are those of the Girl Guide/Girl Scout
Movement as expressed in the Promise and Laws.
3.1 Promise
3.1.1.Dolphins
I will do my best
To love God
My country
And others
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3.1.2 Brownies
I promise to do my best
To do my duty to God
Serve my country
Help other people
And keep the Brownie Guide law.
3.1.3.Guide/ Ranger/Adult
I promise to do my best
To do my duty to God
Serve my Country
Help other people
And keep the guide law
3.2 Laws
3.2.1Guide/Ranger/Adult Law
A Guide
3.2.2.Brownie Law
A Brownie Guide thinks of others before
herself and does a good turn every day.
3.3 Motto
Article 4 Membership
4. Membership
4.1 The Malta Girl Guides is open to girls and women of every class,
race, religion and nationality, who subscribe to the principles of the Promise
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and Law and to meet the criteria for membership as laid down by the Statute
of WAGGGS.
4.1.5. The Association and all parts of it shall, in all cases, act in
accordance with the guiding manual as drawn up in the Statute and as
authorised by the National Board of the Association.
Article 5 Structure
5 The Council
The Council is the top governing body of the Association which determines its
values and policies. The ultimate decision should be taken by the Council.
The Patron
The Honorary Life-President
The Life Vice-President/s
The President
The Vice President
Island Chaplain
National Board
Council Secretary
Legal Consultant
Financial Consultant
President of the Trefoil Guild
Liaison Officer of Adult Member Group
3 Representatives from Districts
Other appointed members (maximum of 10)
5.1.1 Ex-Officio
The Patron
The Honorary Life-President
Island Chaplain
Legal Consultant
Financial Consultant
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5.1.2 Voting Members
The President*
The Life Vice-President(s)
The National Board
The Council Secretary
The President of the Trefoil Guild
Liaison Officer of Adult Member Group
Representatives from Districts
Other appointed members **
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which they shall be eligible for re-appointment for a
further period of 3 years subject to their acceptance and
approval of the council.
The National board is the administrative body of the Association. It shall consider
the interests of the Malta Girl Guides. It`s financial powers are governed by the bye-
laws. The members of the National Board are as follows:
Chief Commissioner
Appointed Members
Elected Members
The Association is made up of three districts comprising of North, South and Central.
The function of the district is to promote and expand Girl Guiding within the district
and develop plans for assisting the National Organization. They are administered by
the District Commissioners who are elected by their respective warranted guiders.
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5.3.1 Meetings of the District
The district commissioner is bound to call a guiders` meeting at regular intervals for
the proper functioning of the units.
Guiders ( 18+)
Unit Helpers ( 18+)
Young Leaders ( 16-18)
Ranger Group ( 14-18)
Guide Company ( 10-14)
Brownie Pack ( 7-10)
Dolphin School ( 5-7)
The trefoil guide is part of the Malta Girl Guides. It has a separate Statute, is
independent (independently) administered and is financial (financially) self
supporting.
The General Assembly called by the Chief Commissioner and presided by the
President is to be held yearly during the first quarter of the year. Notice for the
meeting is to be sent to all adult (enrolled) members eight (8) weeks prior to its being
held.
The Annual Review will be held during the General Assembly. Strategic planning
for the coming year/s will be on the Agenda. Proposals for discussion are to be
forwarded in writing two (2) weeks from notice of the General Assembly to the
Island Secretary of the National Board. Only proposals approved by the National
Board will be discussed in the General Assembly.
Article 6: Appointments
Nomination Forms for the election of a President are issued by the Island Secretary
on the instructions of the Chief Commissioner, three months prior to the expiration
of the term of office of the President. The nomination forms are to be duly filled in
by Council members. Candidates for presidency of the Association shall be
nominated and approved by the National Board. Voting by secret ballot shall be
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taken by the National Board to approve the nominated candidates. The approved
nominations are to be forwarded by the National Board to the Council within 3
weeks. A council meeting is to be held within one month for the election of the
President. The term of office shall be for a period of 3 years, renewable for a
further period of 3 years, subject to the President`s acceptance and approval by a
secret ballot of the council members.
The Vice-president and the Council secretary are appointed by the newly elected
president.
Nomination Forms for the election of a Chief Commissioner are issued by the
Council Secretary on the instruction of the President of the Council, three months
prior to the expiration of the term of office of the Chief Commissioner. The
nomination forms are to be duly filled in by the council members and sent within 3
weeks to the National Board for approval.
Voting for the approved candidates shall be held by secret ballot during a council
meeting to be held within 1 month from receipt of the said approved nominations.
The term of office shall be for a period of five years renewable for a further period of
three years subject to the Chief Commissioner`s acceptance and approval by secret
ballot of the council members.
All members on the National Board (see article 5.2.1) are to be appointed by the
elected Chief Commissioner with the exception of the District Commissioners.
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The Chief Commissioner has the right to appoint and withdraw other
officers/advisors whom she deems necessary to complement the National Board
during her term of office.
Upon the completion of the term of office/resignation of the Chief Commissioner all
nominated members with the exception of the District Commissioners are to
relinquish their posts.
Article 7 Finance
7.1 Compliance
The Association will conduct its financial activities in accordance with the
regulations and laws of Malta. No part of the income, capital or property is available
directly or indirectly to any member of the association. (Indirectly to any member,
administrator, donor or any private interest )
7.2.2 A financial year shall commence on the 1st October of each year.
7.2.3 The financial statement is to be presented at the General Assembly during the
Annual Review and be accessible to all members.
7.2.4 The signatories of all the Association‟s banking transactions shall be any two of
the following:
The National Board can appoint another co-signatory in addition to or in place of any
of the above.
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Other accounts can be operated by other members of the association upon approval
of the national board.
7.2.5 The Treasurer with the approval in writing of the National Board shall borrow
or raise money under such terms and conditions and against such security as she may
deem appropriate for any one or both of the following:
a) The capital expenditure for the expansion of or addition to the fixed assets of
the Association.
b) Any valid expenditure properly chargeable to the refurbishing of any of the
Association‟s property.
The Association shall draw up a set of financial procedures which will be applicable
to all its members.
Article 8 Dissolution
The Association shall be dissolved following an “ad hoc” resolution approved by not
less than 50% + 1 of the council members at a council meeting called specifically to
deliberate on a proposal for dissolution.
Upon dissolution, all remaining assets of the organization shall be applied in favour
of another non-profit organization with similar purposes as the organization which
may be selected by the Association. Three trustees shall be elected during the said
meeting to represent the Association and make all the decisions to carry out the
dissolution.
Should a district cease to exist, its assets should be passed on to the Association and
the national board shall have the right to supervise the disposal of its properties and
funds as it may deem advisable.
Should a unit cease to exist, its assets should be passed on to the district and become
the property of the district when two years have elapsed.
The articles in the statues may be amended, added or repealed by vote taken by the
council members at a council meeting.
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Conclusion
The interpretation of all the articles in this statute, is the prerogative of the council of
the day and is not to be contested.
The provisions contained in this statute are in force upon obtaining the approval by
WAGGGS and thus the previous Statute is repealed.
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Appendix B: Focus Group Questions Asked
104
5. Is there anything you don‟t do in guides that you would like to start doing?
6. Do you tell friends you go to Guides?
7. What is their reaction when you tell friends you are a guide?
8. What is the most important reason that keeps you a member of this Association?
9. Show Advert Black & White:
a. What do you think it is?
b. (Advert – For whom?)
c. What do you think about it?
d. What is good about it?
e. What would you change?
Show Colour Advert:
f. Did you ever see it advertised?
g. Where would YOU advertise it so that girls like you would see it?
10. Show logo: what do you think about the logo?
11. Would you change it?
12. What affect does guiding have in your life?
13. Are there opportunities in guiding that one cannot find anywhere else?
14. Do you feel you are given the opportunity to give your opinion on your programme
or activities?
15. Are there any changes you would make to the Association?
16. Do you think that one day girls will no longer want to be girl guides?
17. What will happen then?
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17. Are there opportunities in guiding that one cannot find anywhere else?
18. Do you feel you are given the opportunity to give your opinion on your programme
or activities?
19. Are there any changes you would make to the Association?
20. Do you think that one day girls will no longer want to be girl guides?
21. What will happen then?
PICTURES
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Appendix C: Guidelines for Mediators
1. Introduce the subject: We are here to learn from you. The reason being that
we want to know what makes you enjoy guiding and what doesn‟t.
3. Introduce the group: Say your name, what unit you go to and how long you
have been in guiding. For Dolphins and Brownies, their name is enough as
they will probably not know how long they have been a member.
4. Start asking the questions one by one. But if you delve into another subject,
do not cut it short. As long as you stay on the matter of guiding and the
5. Bring the focus group to a close and thank them for attending
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Appendix D: Letter to Volunteers regarding Focus Group
Participation
Dear Guiders,
As part of my research I would like to hold focus groups with all the sections in the
association. A focus group is where a group meets and discusses pre-set questions. These
conversations are monitored and then from the discussions, information is gathered to help in
the research.
On the day, we will divide groups into the 4 different sections – each group will have one
person in charge that will be asking the questions and promoting discussion. These
discussions will be recorded for future reference during my study.
Each village from each district is to choose one representative from each section. Therefore
for example, Attard Girl Guides will have 1 Dolphin, 1 Brownie, 1 Guide and 1 Ranger
representing the locality. This will help me get a better overview of the whole of Malta and
will make the results more realistic. I would like to emphasize that girls chosen need to be
able to speak their mind and not be shy to talk about their opinion; therefore when
approaching the parents of these girls, please do keep this in mind. Also make sure to inform
parents of what exactly will be happening during these focus groups.
Children can be dropped off by their parents, there is no need for the leader to be present as
there will be allocated persons who will take care of the focus group on the day.
Leaders from each unit are to send me the name of the girls attending by not later than
29th January 2010. Together with their name I will require also their contact details such as
Address, Parents‟/Guardian‟s Mobile number as well as which unit and section the girls is
coming from together with her age. You can always contact me on claireduff01@gmail.com
or 79065098.
I would like to take this opportunity to thank you in advance for all your help.
Yours Sincerely,
CLAIRE DUFF
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Appendix E: Letter to Parents/Guardians regarding Focus
Group Participation
Dear Parent/Guardian,
As a fourth-year university student reading for an honours degree in Management at
the University of Malta, part of our course is based on a dissertation. As a topic I
have chosen to research the recruitment and retention methods of a voluntary
organization, focusing on The Malta Girl Guides as my case study.
Part of the purpose of my study will be to determine what influences girls and young
women into choosing what attracts and prevents them from becoming members of
the Malta Girl Guides. For this reason, I have chosen to hold Focus Groups with the
four different age groups found in the association. Participants will be distributed
into 4 groups, namely Dolphins (aged between 4 and 6), Brownies (aged between 7
and 10), Guides (aged between 11 and 13) and Rangers (aged between 14 and 18).
During these focus groups, the participants will be encouraged to discuss topics
related to why they enjoy being members of this association and what hinders other
members from being recruited.
At no time during the focus group will the participants be asked to say or write their
name or any other personal details. All participants will remain anonymous
throughout the whole process and answers will not, in any way, be traceable to any
of the members taking part. The answers gathered will be used for data analysis only
and will be kept entirely confidential; they will not be presented in my dissertation
and will be kept only by myself throughout this whole course.
The consent form, found at the end of this document, gives authorization for the use
your child‟s answers in my data analysis. Your child is asked to bring this slip with
her on the day of the focus group. Participants who do not have this form available
on this day will not be able to participate. If you find any difficulty or would like to
ask any questions, please feel free to do so by contacting me on the below details.
Thank You.
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Appendix F: Adult Volunteers Questionnaire
Please note that your answers will not be published in my Thesis and Only I will have access
to them.
16 - 20 31 - 40
21 - 25 41 - 50
26 - 30 Over 50
2. What work do you do in your personal life? (Tick the One that Applies)
Unemployed White Collar*
Student Professional*
Un-skilled worker* Retired
Skilled worker* Housewife
(*---Unskilled---such as farm labour, basic service, house cleaner
*---Skilled work--- such as technician, carpenter, hairdresser, seamstress
*---White collar (office) work---such as clerk, salesperson, secretary, small business
*---Professional---doctor, lawyer, teacher, business executive)
3. In the Malta Girl Guides, what Role do you have? (Please Tick in the Appropriate
Box)
4. Which District Are You Part Of? (Please Tick in the Appropriate Box)
5. How long have you been a member of the Malta Girl Guides? __________
7. How did you become aware of the Malta Girl Guides? (Please The One that Applies)
Word of Mouth (someone told you about them)
Saw them on a television Show
Saw them during an outdoor activity
Received a flyer of a specific unit
Saw an advert on the newspaper
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Read an article on the newspaper
Read an article on a magazine
Visited their Website
If Other, Please Specify: _________________________
11. Do you feel that the Malta Girl Guides today have a lot of competition with other
extracurricular opportunities for children and young women? Yes No
12. Do you think that in today’s world, girls would prefer to be part of a mixed Association
that accepts boys as well as girls? (Please The One that Applies)
No
Not for the younger members
Yes, but only for Guides and Rangers
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Yes, but only for Rangers
Yes, for all age groups
13. Do you think that the use of uniforms lessens the attractiveness of such an Association
to potential members? Yes
No
14. Do you feel that the Malta Girl Guides are still relevant in today’s society? Yes No
15. Do you see the local Association existing in twenty years time? Yes No
16. Do you feel that a girl or young woman can benefit from being a member of such an
Association? Yes No
17. Do you think that in today’s world, girls and young women need something other than
school to help them develop into better citizens? Yes No
18. Do you feel that society, in general, benefits from such Associations? Yes No
19. The mission statement for the Malta Girl Guides is as follows:
"To enable girls and young women to develop to their fullest potential
And become responsible citizens of our world."
Do you feel this is being accomplished by the Association? Yes No
21. Does the Association show its appreciation for your work? Yes No
22. Do you feel that the Association communicates its vision with you? Yes No
23. Do you feel that the Association sometimes leaves in you in the dark on certain subjects
or future visions, or that it doesn’t tell you everything? Yes
No
24. Do you feel that the Association chooses the same people frequently to take part in
decision making or projects? Yes
No
25. If yes, are you usually one of those ‘go-to’ persons? Yes No
26. If so, do you feel that the Association should widen this nucleus of people and provide the
opportunity to other members? Yes No
27. Are you involved in any way in the decision making process? Yes No
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28. If yes, in what way do you feel you are part of the decision making process?
(Please Mark All that apply in order of preference, 1 being the highest, 4 being the
lowest)
You are given full information as soon as decisions are taken and asked to give feedback
on these decisions.
You are consulted before decisions are taken by the National Board.
You are given the opportunity to be part of a planning team on certain projects and
decision making sessions.
You are not consulted whatsoever before or after decisions are taken
29. Do you feel that you can easily give suggestions to the Association? Yes No
30. Do you feel that your suggestions are given importance? Yes No
33. Do you feel that recruiting new members is part of your duty as an adult volunteer?
Yes No
34. Do you feel you have too many responsibilities in your role? Yes No
35. Do you feel you have too little responsibilities in your role? Yes No
36. Do you think you are given the appropriate training to fulfill your role in the
Association?
Yes No
37. What other training do you feel you need, but which you are not being given at the
moment?
(Please Mark All that apply in order of preference, 1 being the highest, 5 being the
lowest)
Time Management
Child Behaviour Management
People Management
Dealing with Disabilities
Program Management
If Other, Please Specify: ______________________
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38. Have you ever heard of a Mentor or Mentoring? Yes No
39. Does the Association provide for mentors to help you fulfill your role better?
Yes No I Don‟t Know
40. Where you ever assigned a mentor during your voluntary work? Yes No
41. If yes, did the mentor help you fulfill your role better? Yes No
43. If you weren’t so involved, would you consider leaving the Association? Yes No
44. Do you see yourself as a member of the Malta Girl Guides in twenty years time ? Yes No
45. Do you see yourself as having a higher role in the Association in the future? Yes No
Any other Comments: If you would like to add anything to this questionnaire, please do so in
this space provided.
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Appendix G: Parent/Guardian Questionnaires
Parent/Guardian Questionnaire
Please note that answers are private and will only be viewed by myself, they will not
be included in my thesis.
1. I am a MOTHER/FATHER/GUARDIAN/RELATIVE/OTHER: _________
Of a DOLPHIN/BROWNIE/GUIDE/RANGER
(Please indicate with a Circle the appropriate answer)
2. What work do you do in your personal life? (Tick the One that Applies)
Unemployed
Student *---Unskilled---such as farm labour, basic service, house cleaner
Un-skilled worker* *---Skilled work--- such as technician, carpenter, hairdresser,
Skilled worker* seamstress
*---White collar (office) work---such as clerk, salesperson,
White Collar*
secretary, small business
Professional* *---Professional---doctor, lawyer, teacher, business executive)
Retired
Housewife
4. How did you become aware of the Malta Girl Guides? (Please The One that
Applies)
Word of Mouth (someone told you about them)
Saw them on a television Show
Saw them during an outdoor activity
Received a flyer of a specific unit
Saw an advert on the newspaper
Read an article on the newspaper
Read an article on a magazine
Visited their Website
If Other, Please Specify: _________________________
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Service to Others
A Club for Girls
6. Do you think that by being a member of the Girl Guides, it has had an
impact on your daughter’s development? Yes No
7. Did you see a difference in your daughter since sending her to girl guides?
(Physical, mental, spiritual, emotional…) Yes No
8. If so, How?
(Please Mark All that apply in order of preference, 1 being the highest, 5 being
the lowest)
Expensive
Reasonable
Cheap
11. Does your daughter attend any other type of extracurricular activity after
school hours?
Yes No
12. Overall do you think your daughter is benefiting from being a member? Yes
No
Any other Comments: If you would like to add anything to this questionnaire, please
do so in this space provided.
CLAIRE DUFF
Mob: 79065098
In this view, I hereby ask your permission to hold questionnaire, focus groups and
observation sessions with various volunteers and members in your Association to
acquire more in-depth information on the subject. All information gathered will be
strictly confidential and material will only be seen by myself for research purposes.
Yours Sincerely,
Claire Duff
270086M
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Appendix I: Growth Strategy 2009 – 2010
Specific Target
YEAR 2009-2010
ACTIONS
Leaders were asked to mark the new members when handing in their
registration database
Use the current data available to determine the global number of new
members per section and the number of members that left the Association
per section - District Treasurers North Pending
Create a database that holds accurate information that can lead to deep
analysis on membership - Marjoe Abela in liaison with treasurers team
National Board’s approval for web designer to start working on it
Conduct an internal & external research on membership, evaluating
recruitment & retention - Claire Duff
Communicate with the leaders at the District Leaders Meeting/Annual
General Meeting in June 2010, the results of the research prepared by
Claire Duff.
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Recruitment of Young Members
Year 2009-2010
Actions
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Set up a job market stand for adult volunteers during convention,
offering specific roles with job description within the association.
Job Market Follow up:
Closing date of online applications – 21st March 2010. Claire will forward
applications to respective team leaders as follows:
Educational Programme – Carmen Camilleri
International – Karen Buttigieg
Training – Sharon Libreri O’ Neil
District treasurer – Ruth
Spiritual Team - ????
Mobile Team – membership core group contact person Marjoe
Inspiration Team – membership core
Advertising Team - membership core group contact person Marjoe
The group will work in collaboration with Claire Duff
and a marketing professional
Set up a meeting with the Adult Members to revive the Adult Members
Group and set a strategy for the running of the group. The District
Commissioners will identify potential members in this group and Chief
Commissioner will send them a personal invitation.
The National Board will be updated on the new way forward of adult
member group if still relevant.
The Young Leaders Membership Scheme (16 to 18 yrs) is to be drafted
and finalised to be launched in the upcoming year. (Educ Porg Comm &
Rangers Advisor)
Prepare and finalize the pack to be presented to all new appointed Unit
Helpers and Leaders to be given in the year to come. (DCs)
All Appointed Guiders will be provided a mentor to support them in their
journey to become leaders. The assigned mentors will be trained
accordingly. (DCs) South not practicing the system yet
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Young Members Programme & Retention
Commence sale of new MGG publications of stories for the Dolphin and
Brownie Sections
Set up official Book Launch and invite author Nathalie Portelli and artist
Nathalie Pace to activity.
Give a complimentary copy,signed by author and artist, of story books to
each village during launch
Draft Young Leaders Membership Scheme (16 -18yrs)- Carmen Camilleri and
Roberta Cauchi Muscat
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Set up guidelines for revamping Ranger Section programme (Carmen
Camilleri and Roberta Cauchi Muscat)
Education Programme Commissioner to attend February 2010 District Guiders
Meetings to explain implementation of Education Programme, Progressive
Targets etc for all Sections
5th to 7th March 2010 – National Convention – EP Team to coordinate
Programme Track for Leaders of all Sections
Draft criteria for annual Service Badge: Patron’s award for Service
Draft criteria for annual Environment Badge : Environment Award
Set up meetings with Patron and Environment Minister respectively re above
awards
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