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Enterprising care?Unpaid voluntary action in the 21st century$
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Irene Hardill

Print publication date: 2011

Print ISBN-13: 9781847427212

Published to Policy Press Scholarship Online: March 2012

DOI: 10.1332/policypress/9781847427212.001.0001

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A professional paradox? ‘Managing’ volunteers in voluntary and community sector organisations

A professional paradox? ‘Managing’ volunteers in voluntary and community sector organisations

Chapter:
(p.55) Four A professional paradox? ‘Managing’ volunteers in voluntary and community sector organisations
Source:
Enterprising care?
Author(s):

Irene Hardill

Susan Baines

Publisher:
Policy Press
DOI:10.1332/policypress/9781847427212.003.0004

This chapter links the feminist-inspired heuristic of TSOL to explore the work of volunteer managers (VMs) — those staff members who manage volunteers — and examines the work they undertake, their careers, and their search for a professional identity. It notes that VMs often work above contracted hours and undertake unpaid volunteer roles. It observes that Gluckmann's (2000) conceptual framework, TSOL, encompasses activities that cut across boundaries between paid and unpaid work, market and non-market, formal and informal sectors. It emphasises that TSOL proposes a sophisticated model of work that highlights its fuzzy edges, with the existence of activities that can be work or non-work according to context. It notes that such a framework facilitates an examination of the interconnections between paid and unpaid work.

Keywords:   feminist-inspired heuristic, TSOL, volunteer managers, professional identity, Gluckmann, unpaid work, informal sectors, volunteers

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