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ion to volunteer. Values such as believing that they are making a difference in the community play a highly significant role in volunteer motivation. Volunteering because it makes them feel good also plays a significant role in volunteer motivation. Being appreciated by the volunteer agency and receiving recognition was also regarded highly for volunteer motivation.

Table 3 represents the percentage of responses to motivational questions from the Ronald McDonald House Charities of Central Illinois (RMHCCI) 2012 Volunteer Survey. In the survey, 25 regularly scheduled volunteers were asked to answer some questions about their volunteer experience at the organization, and 22 people responded. All of the responses were coded from one to five, one being excellent and five being unsatisfactory. For this study, the data was coded under good, average and poor. The results show that most of the twenty-two respondents have good overall satisfaction in volunteering for RMHCCI. At the same time most of the respondents felt appreciated and attended the annual volunteer appreciation event, with a 91 percent higher good score than poor score. Organizational training had a 71.4 percent higher good score than average or poor score responses.

In summary, the analysis of the data collected from the Current Population Survey's volunteer supplement indicated that a majority of the respondents got started because they were asked by someone. Overall, the percent of the population that volunteers has stayed relatively consistent over the past five years. The data also shows what types of organizations and the types of work that individuals like to select when deciding on volunteer opportunities. All of these factors can also be considered when looking at the way volunteers are motivated. When considering the responses to the surveyed population, most were motivated by values and recognition. All of these findings should be considered when examining the development of a volunteer management system.

Conclusions 结论
This research project was intended to see if there was a correlation between the management styles in volunteer organizations and the effect they have on volunteer motivation, satisfaction and retention in Central Illinois. According to past researchers, an effective volunteer management system must contain elements appropriate to recruit, retain and motivate volunteers. To accomplish this, a survey would need to examine the satisfaction of volunteers at organizations that use various methods to manage volunteers on a daily basis. However, this type of local data was nonexistent or not published, only available data was used in this study.

The literature on volunteer management did help me to identify three key areas to examine. A number of authors discuss that good volunteer management must encompass: (1) volunteer recruitment, (2) volunteer satisfaction/retention and (3) volunteer motivation. Together these three areas of focus can create an effective volunteer management system. The different methods and techniques that have been studied or introduced by these authors can help to avoid volunteer turnover and dissatisfaction within the organization. When developing ways to recruit volunteers, managers might look at the talent management approach introduced by Eisner, Grimm, Maynard and Washburn (2009), or the 'fun at work' appeal introduced Karl, Peluchette and Hall (2008). Other auth