Learning While Serving: The Role of Informal Learning Activities, Self‐Efficacy, and Managerial Support in Learning Outcomes of AmeriCorps Members

Abstract

Volunteer learning enriches the volunteering experience and enhances volunteers' human and social capital. While previous studies have discussed the benefits and outcomes of volunteer learning, few delve into volunteer learning mechanisms. This study identifies several learning mechanisms by examining the role of informal learning activities, including self‐reflection and knowledge sharing, in volunteer learning outcomes. Furthermore, drawing from the social cognitive theory and organizational management literature, this study investigates how volunteers' community service self‐efficacy and managerial support factors influence their learning activities and outcomes. Using longitudinal survey data from four consecutive service years in the Ohio state‐level AmeriCorps programs, findings show that volunteer members' self‐efficacy and several managerial support factors predict their learning activities early in their service year and learning outcomes toward the end. Findings also reveal that self‐efficacy and managerial support fully mediate the effects of volunteer learning activities on their learning outcomes. The study sheds light on volunteer learning mechanisms and offers practical guidance for volunteer managers to support volunteer learning while serving their communities.