Effects of Working as Team vs. Alone on the Fundraiser Experience

• In Event: Acquisition, Satisfaction, and Sustainable Relationships in Fundraising

Abstract

Fundraising requires social interaction, yet, few studies address the idea of fundraising professionals as a member of a team accomplishing specific tasks. This paper approaches fundraising practice from the standpoint of job satisfaction. In an experiment, experienced professional fundraisers write appeal letters alone or as part of a team of two, with each participant individually assessing satisfaction with the process. The findings from this study may help nonprofit executives allocate resources for development departments, structure fundraiser assignments, and encourage job satisfaction.

Research suggests that when people work in cooperative groups rather than individually, they work harder, help less-able group members, and learn more (West, 2012). Working in teams can produce greater job satisfaction (Benrazavi & Silong, 2013; De Dreu and Weingart, 2003). Prior research has demonstrated that staff who work in teams report higher levels of involvement and commitment, and individuals who work in teams have lower stress levels than those who work alone (West, 2012).

This experiment studies the effect of a team-based approach on fundraiser satisfaction, defined as the self-reported sense of accomplishment, enjoyment in the process, and confidence in the quality of the work. Following McHaney, George, and Gupta (2015), we randomly assign professional fundraiser participants to a solitary or team-based fundraising task and measure satisfaction with the task using the Job Satisfaction Survey (JSS) rating system (Spector, 1985), and personality measures from the IPIP Big-Five Factor Markers (Gosling, Rentfrow & Swann Jr. 2003), among other variables.

While some research has examined the dynamics of major gift teams in institutional advancement (Sturgis, 2006; Bennett, 2012), none have applied an experimental design to examine the effects of team or solitary work on the fundraiser experience. This study provides insights for fundraising practitioners that are immediately applicable as it may help nonprofit managers better understand the effects of group dynamics on self-reported satisfaction.

Bennett, R. (2012). Selection of individuals to serve on major gift fundraising teams: a study of membership choice criteria. International Journal of Nonprofit and Voluntary Sector Marketing, 17(1), 49-64.

DeDreu, C.K.W. and Weingart, L.R. (2003). “Task versus relationship conflict, team performance, and team satisfaction: a meta-analysis. Journal of Applied Psychology, 88 (4), 741-749.

Spector, P. E. (1985). Measurement of human service staff satisfaction: Development of the Job Satisfaction Survey. American Journal of Community Psychology, 13(6), 693-713.

Authors

• Heather A O'Connor, Indiana University

• Thad Austin, Indiana University

• Jamie Lynn Goodwin, Indiana University