Managing the volunteer workforce: flexible structures and strategies to integrate volunteers and paid workers

TL;DRAbstract

This thesis examines the use of flexible work practices by tourism and cultural organisations drawing upon the partnership model of convergent flexibility as a framework (Lockstone, Deery and King 2003). The proposed model draws from a range of existing flexibility theories (Chapter Two) and takes into consideration a number of other elements that influence the organisational setting within which flexibility may occur. These elements include structure (Chapter Two), strategy (Chapter Three), human resource management (Chapter Three), worker commitment (Chapter Four) and organisational culture (Chapter Four). The partnership model has been developed in part because the existing theories have failed to consider these elements in an integrated way. The researcher also wished to extend the scope of the research beyond the traditional domain of flexibility theory, namely the paid workforce, in assessing whether the practical application of this model is useful for recruitment and retention

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