An analysis of psychological contracts in voluntarism and the influences of trust, job satisfaction, and organizational commitment

Many public officials are increasing their interest in using volunteer workforces to help provide critical public services. However, the number of U.S. citizens performing volunteer work and the amount of time they are providing is on the decline. Studies of the private sector indicate that psychological contracts develop between employers and employees and that these contracts play an important role in employee performance and retention. This study explored if the same relationship develops between volunteer workers and the organizations they serve.; To make this assessment individuals performing volunteer work for nonprofit organizations were surveyed at two points in time during a 180-day period. The findings indicated that volunteers develop psychological contracts with their nonprofit organizations, and verbal and written statements made by agents of the organization served as sources of these perceptions. In addition, it was determined that volunteers may perceive a breach of the contract if the organization does not meet its promises.; Volunteers who perceived a breach of the psychological contract decreased the number of hours they worked, increased the quality of their work, and did not reduce their intentions to remain with the organization. In addition, it was found that job satisfaction did play a role in the volunteers' perceptions of a breach of the contract but that trust and organizational commitment did not.; These results indicate that psychological contracts may play a role in the effective recruitment and retention of volunteer workers in the nonprofit and public sectors.