Location of Repository

Managing people in the voluntary and not-for-profit sector in Britain and Canada

By Judith Haiven


This dissertation set out to examine two quite separate but interrelated issues.\ud First, it explored the comparative history of charity in the UK and Canada, and\ud attempted to calculate the size of the footprint history has left on today's nonprofit\ud sector management. Secondly, the dissertation set out to explore how human\ud resources are managed in each country's voluntary sector, mainly through a\ud comparative analysis of 26 case studies. Four broad questions were articulated in\ud Chapter One which go to the heart of these issues. The first two, which deal with the\ud history, have links to the last two, which deal with the human resources agenda.\ud Twenty-six voluntary organisations were chosen for the study. Thirteen British\ud organisations were matched with thirteen Canadian ones in areas such as health care,\ud social services and international development. The researcher used a qualitative\ud methodology -- an open-ended questionnaire and interviews with key informants\ud about HRM practices. Documents such as leaflets, annual reports, and recruitment\ud kits were collected.\ud There are two consistent themes that run through this research. First, the rate\ud of change in the voluntary sector is profound. From concerns expressed in the mid-\ud 20th century that the sector would be seriously eroded by the state, there is now the\ud idea that voluntary sector provision will be taking the place of state provision in some\ud areas in years to come.\ud A second theme is size. The size of organisations within the voluntary sector\ud predict many things from the level of service, to management, to how human resources\ud are managed. On the face of it, large size voluntary organisations offer the prospects\ud of more systematic and equitable HR policies. But with size come problems such as\ud bureaucracy, inflexibility and loss of personal stake (and personal service) in an\ud organisation. Yet it is the individualised service and community-based support which\ud ensures the sector's uniqueness and longevity

Topics: HD
OAI identifier: oai:wrap.warwick.ac.uk:3939

Suggested articles



  1. (1990). A Moving Frontier: Voluntarism and the State in British Social Welfare 1911-1949". doi
  2. (1974). A Nation Unaware: the Canadian Economic Culture. doi
  3. (1945). A Restrospect of the History of Voluntary Social Sertivice "
  4. (1966). A Typology of Voluntary. Associations " doi
  5. (1993). Advancing Management in the Voluntary Sector. " London: NCVO
  6. (1999). Canada/Voluntary Sector Joint Initiative.
  7. (1968). Canadian Society During the French Regime.
  8. (1998). Caring Canadians Involved Canadians: Highlights from the 1997 National Survey of Giving, l olunteering and Participating. Ottawa: Statistics Canada (cat.
  9. (1996). Cracknell on Charities. London: FT Law and Tax.
  10. (1987). Economic Theories of Nonprofit Organization. "
  11. (1999). From Bureaucracy to Public Management: I he Administrative Culture of the Government of Canada.
  12. (1999). From New Right to New Labour. "
  13. (1995). Inside the Voluntary Sector. "
  14. (1995). Management and Organisation. "
  15. (1992). Managing and Staffing Britain 's Largest Charities.
  16. (1984). Managing Human Assets. doi
  17. (1990). Managing the Non-Profit Organisation: Practice. ' and Principles. doi
  18. (1990). Managing Voluntary and NonProfit Organizations: Strategy and Structure. doi
  19. (1984). Manpower Strategies for Flexible Organizations. " Personnel Management,
  20. (1988). Nonprofit Managers in Different Fields of Service: Managerial Tasks and Management Training. "
  21. (1989). Organising Medical Research: The Role of Charities and the State. "
  22. (1980). Outside the State: Voluntary Organisations in three English Towns. doi
  23. (1988). Partners or Rivals? A Discussion Paper on the Relationship Between Local Government and the Voluntary Sector. Luton: Local Government Training Board.
  24. (1989). Personnel and HRM: Can You Tell the Difference? " Personnel Management,
  25. (2000). Personnel Management in Perspective. "
  26. (1989). Philanthropy and Police: London Charity in the Eighteenth Century. doi
  27. (1985). Political Constraints and Management Strategies: The Case of Working Practices in British Rail. " doi
  28. (1986). Political Ideas and the Debate on State Welfare, 1940-1945. "
  29. (1987). Preconditions of the Canadian State: Educational Reform and the Construction of a Public in Upper Canada, 1837-1846. "
  30. (1993). Private Lives, Public Spirit: A Social Histoi ' doi
  31. (1992). Public Sector Industrial Relations. doi
  32. (1985). Punishment and Welfare: A History of Penal Strategies. doi
  33. (1991). Remuneration Policies and Employment Practices: Some Dilemmas in the Voluntary Sector. "
  34. (1977). Salvation Army Riots, the `Skeleton Army' and Legal Authority in the Provincial Town"
  35. (1993). Sector Blurring and Nonprofit Center: The Case of the United Kingdom. " Nonprofit and Voluntary Sector Quarterly, doi
  36. (1998). Shifting the Burden: How Much Can Government Download to the NonProfit Sector? " doi
  37. (1942). Social Insurance and Allied Services. doi
  38. (1996). Social Welfare in Canada Revisited: Facing (Ip to the Future. 3rd edition. Toronto:
  39. (1990). Society and the State in Twentieth Century Britain. " doi
  40. (1992). The Changing Workplace. doi
  41. (1977). The Charity Organisation Society and Social Casework in London 1869-1900. "
  42. (1972). The City Below the Hill. doi
  43. (1996). The Devils in the Detail: Some Reflections on Contracting for Social Care by Voluntary Organisations. " doi
  44. (1989). The Dilemma of Qualitative Method. doi
  45. (1980). The Emergence of Social Security in Canada. doi
  46. (1997). The Emergence of Social Security in Canada. 3`d edition. doi
  47. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality. " doi
  48. (1994). The Occupational Structure of Nonprofit Industries: Implications for Women. "
  49. (1995). The Perils of Partnership: The Voluntary Sector and the State, 1945-1992. "
  50. (1943). The Pillars of Security and Other War-Time ES. sulĂ˝. s' and Addresses. London: George Allen and Unwin.
  51. (1980). The Role of Nonprofit Enterprise. " doi
  52. (1976). The Role of the Volunteer in the Modern Social Services. "
  53. (1990). The Sociology of Nonprofit Organizations and Sectors. " doi
  54. (1985). The Voluntary Sector in British Social Services. doi
  55. (1997). The Wage Differential Between Nonprofit Institutions and Corporations: Getting More by Paying Less: Unpublished paper, Faculty of Environmental Studies, doi
  56. (1987). The Welfare State and Canadian Federalism. doi
  57. (1995). Theories of the Nonprofit Sector: Three Issues. " doi
  58. (1977). To Empower People: The Role of Mediating Structures in Public Policy.
  59. (1988). Understanding Voluntary Organisations.
  60. (1979). Voluntary Action in A Changing World. doi
  61. (1948). Voluntary Action: A Report on the Methods of Social Advance. London: George Allen and Unwin.
  62. (1945). Voluntary Social Services. doi
  63. (1994). Wasted Resources? Equal Opportunities in Employment. "
  64. (1989). What Business Can Learn From Nonprofits. "
  65. (1987). World War II and the Welfare State in Canada. "

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.