Stories of Triumphs, Losses and Confusion: Volunteers’ Experiences in Chinese NGOs Undergoing Professionalization

• In Event: Marketization and Professionalization: Threats and Opportunities

Abstract

Background
Increasingly, charities run by amateur do-gooders are turning into nonprofit organizations run by professionals (Hwang & Powell, 2009). Research in the field mostly focused on the organizations (e.g. the stages of development, factors facilitating or hindering the professionalization process, and strategies to prepare for organizational change) (Valeau, 2015; Zhou, 2016); very few explored the individual members’ experiences and perceptions of the process. This knowledge gap is significant, because while professionalization has a potential to increase the efficiency and effectiveness of an organization, it may also result in changes in organizational structure and culture, which in turn may lead to decreased participation of members (Clemens, 2006; Horch, 1998; Spear, 2004).
Methods
Using a narrative approach, we analyzed the experience of 30 senior volunteers (i.e. joined the organization in its earlier years) in 12 Chinese grassroots organizations going though professionalization. Both current volunteers and volunteers who dropped out of an organization were included. Using in-depth interviews and document analysis (e.g. blog posts), we reconstruct the story of organizational change, focusing on the volunteers’ perceptions of and experience during the process.
Findings
While some volunteers viewed professionalization as something positive for their beneficiaries, some expressed a deep sense of loss. They felt being reduced from the owners of the organization to merely volunteers. They also loathed the loss of intimacy, complaining that the organization no longer felt like a big family. Some believed that professionalization is a conspiracy implemented by a few other senior volunteers, as a way to gain power. They claimed that this struggle for power is deeply rooted in the Chinese culture and is an inevitable fate for all groups. It is also common for volunteers to view professionalization as corruption, an erosion of the original mission, and an attack on democracy. Different perceptions sometimes led to internal conflicts, and organizational crisis. Some organizations ceased to operate, but at the same time, new organizations were also established.
Implications
Our findings show that volunteers have various perceptions of organizational professionalization. When the different opinions were not handled well, it could be detrimental to the organizations. However, even with increased formality, there are still ways to keep the sense of ownership, an intimate relationship, and a democratic spirit. We offer practical suggestions for grassroots organizations in China to handle such difference in opinions. Further, we offer a conceptual and methodological framework, which enables replications of our study in other societies.

Author

• Huiquan Zhou, Nanjing Normal University