This article explores the retention of managers in voluntary sector community services. Qualitative research in New South Wales, Australia, shows managers and non-managers alike are sustained by opportunities to ‘make a difference’. However; management roles are perceived as unappealing
because of hefty administration, low pay and limited opportunities to advance. Multivariate analysis indicates that managerial staff are more committed to remain in community services than their non-managerial counterparts. However; this depends on other factors, including the extent to which
managerial roles involve frontline service provision. We suggest ways to retain voluntary sector managers, focusing on job design, particularly for manager-practitioners.
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