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在过去的十年里，组织从全球化和市场需求的竞争中看到了巨大的变化，使他们重新思考他们管理的方式。这适用于私营部门和非营利/公共部门组织，如果他们希望在今天的经济生存。由于美国的经济衰退，非营利和公共部门组织必须找到方法来有效地管理他们的稀缺资源。这些稀缺资源之一是训练有素和忠实的志愿者队伍。受限制的预算常常使管理人员很难雇用足够数量的员工来执行组织的使命，所以志愿工作人员可以帮助填补这些空白。志愿者队伍已经成为全面履行日常业务基本的办公室行政工作安排和举办筹款活动的本质。

In a letter declaring September 11th a National Day of Service and Remembrance, President Barack Obama stated, No force for change is more powerful than that of Americans who are making a difference in their communities' (Stewart, 2009, p. 28). Individuals who donate their time and expertise to help organizations address a need or concern are examples of these 'Americans who are making a difference in their communities' (Stewart, 2009). Organizations over the past decade have seen a great deal of change in competition from globalization and market demands, causing them to rethink the way they are managed. This applies to both private sector and non-profit/public sector organizations, if they wish to survive in today's economy. Due to the United States' economic downturn, non-profit and public sector organizations must find ways to efficiently manage their scarce resources. One of these scarce resources is a well trained and faithful volunteer workforce. Restricted budgets often make it hard for management to hire the sufficient number of employees needed to carry out the organization's mission, so a volunteer workforce can help fill those gaps. Volunteer workforces have become essential to fully performing everyday operations from basic office clerical work to arranging and holding fundraising events.

Background 背景
Volunteer management has become an important issue today because organizational leaders must recruit, retain and motivate their volunteer workforce effectively. A number of organizations report that more volunteer assistance is needed, despite the fact that many Americans are already donating their time. This is why organizations must rethink the way they manage volunteers to recruit and retain the best individuals available. If organizations fail to look at the management of their volunteer workforce, they run the risk of losing their volunteers or not finding new qualified volunteers. In the past, a number of non-profit and public sector organizations had an abundance of individuals who were willing to lend a helping hand. However, times have changed in today's society. With a growing number of organizations needing volunteers and people's lack of available free time, it has become essential to recruit and retain the appropriate volunteer candidates for the right jobs. Volunteers have a number of organizations to choose from, and they will choose the organization whose mission and values most closely align with their mission and values.

Over the years a number of authors and researchers have introduced techniques and/or explored issues related to volunteer recruitment, retention and motivation. When developing a way to recruit volunteers, one might look at the talent management approach or a marketing plan that includes the four 'P's (Product, Price, Place and Promotion). If improving volunteer satisfaction and retention is a priority, then the human resource management approach and the constructive feedback approach might help. However, neither recruiting the right volunteer nor retaining them is going to matter if the organizations cannot keep them motivated. This is where the psychological contract perspective comes into play, by ensuri