What Makes a Good Volunteer?
By Lou Lennon.
A look at the evidence, from research.
Volunteering is often described as the lifeblood of professional communities. For organisations like the Association for Business Psychology (ABP), volunteers bring passion, expertise, and energy that make initiatives thrive. But what does the evidence actually tell us about what makes a “good” volunteer, someone who not only joins but also stays engaged and contributes meaningfully? Research offers valuable insights into the motivations, qualities, and organisational conditions that underpin successful volunteering.
Motivations: Why People Step Forward
Volunteers are rarely driven by a single reason. Instead, they bring a blend of intrinsic and extrinsic motivations. Some are motivated by altruism and values (the desire to help others or act on personal beliefs). Others seek personal growth, such as developing new skills, exploring interests, or building confidence. Practical benefits also matter: many volunteers want to expand their networks or gain career-relevant experience.
The Functional Approach (Clary et al., 1998) captures this well, highlighting six core motivations: values, understanding, social, career, protective, and enhancement. More recently, the ABCE model (Butt et al., 2017) has distilled these into four broad drivers: Affiliation (connection), Beliefs (values), Career development, and Egoistic rewards like recognition and personal fulfilment. A good volunteer recognises these motivations in themselves — and organisations do well when they respect and nurture them.
Social and Personal Factors: Who Volunteers?
Research shows that social context and networks strongly influence volunteering. People are more likely to step forward when encouraged by friends, colleagues, or community groups. Life transitions, such as retirement, parenting, or career changes, also create opportunities to engage. Personal traits play a role too; qualities like extraversion, openness, and agreeableness often correlate with greater involvement, likely because they support relationship-building and adaptability.
Importantly, resources matter. Individuals with skills, education, and financial stability are more able to contribute time and energy. Yet this doesn’t mean only those with abundant free time volunteer. Paradoxically, employed individuals and parents of school-age children often volunteer more, because their workplaces, schools, or social roles create natural gateways for contribution.
Retention: What Keeps Volunteers Engaged?
Recruiting volunteers is only half the story; retaining them is the real challenge. Evidence suggests that retention depends on a healthy “psychological contract”, the alignment between what volunteers expect and what the organisation provides. When expectations are met, and when people feel valued, they are far more likely to remain engaged.
Key factors that sustain commitment include:
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Recognition and respect: Volunteers want to know their efforts are noticed and appreciated.
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Supportive culture: Positive relationships and good management reduce conflict and increase satisfaction.
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Role mastery: Access to training, guidance, and feedback helps volunteers feel capable and confident.
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Connection to impact: Seeing the tangible difference their contribution makes deepens engagement.
Conversely, poor management, lack of clarity, or insufficient support can lead to frustration and burnout, driving even highly motivated people away.
Organisational Responsibility: Creating the Right Conditions
While personal qualities matter, the evidence is clear: good volunteers are often “made” as much as they are “found.” Organisations play a decisive role in shaping the volunteer experience. A well-designed role that matches motivations, a culture that respects contributions, and structures that prevent burnout all create fertile ground for volunteers to flourish.
This means that supporting volunteers is not an optional extra. It is core to the sustainability of professional communities like ABP. By offering recognition, clear roles, supportive leadership, and opportunities to connect with impact, organisations don’t just retain volunteers — they empower them to thrive.
Conclusion
A good volunteer is motivated, skilled, and socially connected. But more importantly, they are supported by an organisation that values their time, nurtures their growth, and ensures their contributions make a real difference. Evidence shows that when motivations and organisational support align, volunteers don’t just give their time — they give their best. For ABP, and for any community reliant on volunteer energy, this is the foundation for long-term success.
Volunteering with The ABP
The ABP is a not-for-profit volunteer-led organisation.
Our community thrives because of the dedication and generosity of our volunteers. From shaping our events and publications to supporting certification, mentoring, and member engagement, volunteers play a vital role in everything we do. If you’re inspired to get involved, we’d love to hear from you. Visit our Opportunities page to find a role and join us in building the future of business psychology together.
And please consider our advice for what it takes to be a successful volunteer for The ABP, at: https://community.theabp.org.uk/news/2826809.