Unpaid Work, Burnout, and the Power of True Volunteerism
Work should be valued, and yet, within nonprofit spaces, staff are often expected to go beyond their paid roles—whether through extra unpaid hours, taking on responsibilities outside their job description, or even “volunteering” for their own organization. While some may do this willingly, others feel pressured, leading to burnout, disengagement, and turnover (Kulik et al., 2023).
At the same time, volunteerism itself is a deeply human experience that can be energizing, empowering, and fulfilling. The difference? Choice. When people freely choose to give their time, it is an act of agency that can strengthen both the individual and the organization. However, when unpaid work is expected, demanded, or manipulated, it can become devaluing and demoralizing.
the value of autonomy and trust
The Psychology of Agency and Choice in Work
Research in psychology and behavioral science has shown that autonomy (the ability to make choices about one’s actions) is a key factor in motivation and well-being. When people feel that they have control over their work, they are more engaged, productive, and emotionally satisfied. However, when that control is taken away, when extra labor becomes an unspoken requirement rather than a choice, it erodes motivation and fosters resentment (Deci & Ryan, 1985).
Why Forced Unpaid Work Leads to Burnout
Burnout isn’t just about being overworked; it’s about a mismatch between effort and reward. The key factors that contribute to burnout include:
Lack of Control
When employees are pressured into extra work without their consent, they lose autonomy. A sense of control over one’s time and workload is crucial for job satisfaction. When that control is stripped away—when staying late, taking on extra responsibilities, or working weekends becomes expected—it leads to frustration and disengagement. Employees who feel they have no say in their workload are more likely to experience exhaustion and resentment (Bakker & Demerouti, 2017).
Unfair Workloads
When some employees freely volunteer their time while others feel obligated to do so, it creates a toxic imbalance. Those who feel coerced into unpaid work may begin to resent both leadership and colleagues who seem willing to put in extra time. Over time, this discrepancy can lead to divisions among staff, dissatisfaction, and higher turnover rates as employees seek workplaces where their time is valued equally (Kulik et al., 2023).
Mission Exploitation
The passion that drives nonprofit work is often used as justification for unpaid labor. Employees may be told that “it’s for the mission” or “we all have to make sacrifices.” While dedication to a cause is admirable, it should never be used as a reason to overwork staff. When an organization relies on guilt rather than fair compensation, it devalues the very work it depends on, leading employees to feel exploited rather than inspired (Evidence-Based Mentoring, 2023).
Emotional Drain
Unpaid work doesn’t just exhaust employees physically—it drains them emotionally. Constantly being expected to do more with fewer resources creates stress, anxiety, and eventual detachment. Employees who feel overburdened and underappreciated may mentally check out long before they officially resign. The emotional exhaustion caused by excessive unpaid work can lead to cynicism, a loss of motivation, and a decline in overall workplace morale (Bakker & Demerouti, 2017).
the paradox of volunteerism
How Choice Changes the Experience
Volunteering, when truly voluntary, can have the opposite effect of forced unpaid work. It becomes a source of personal fulfillment, rather than a burden. The psychological impact of choosing to contribute time and energy is vastly different from being expected or coerced into it. When individuals feel agency in their decisions, they experience a greater sense of control, satisfaction, and emotional resilience.
Research shows that meaningful volunteer work can have numerous mental and emotional benefits, including:
- Increased Happiness and Life Satisfaction
- Studies suggest that volunteering activates reward centers in the brain, leading to positive emotions and a greater sense of purpose (Kulik et al., 2023).
- Stronger Social Connections
- Volunteers often build relationships with others who share similar values, reinforcing a sense of belonging and support (Evidence-Based Mentoring, 2023).
- Improved Mental Health
- Engaging in volunteer activities has been linked to reduced stress, lower rates of depression, and improved overall well-being (Deci & Ryan, 1985).
The key difference? Consent. When people choose to give their time, they feel ownership over that decision, which enhances their experience. They are not being coerced, guilted, or pressured into it—they are making an active decision to contribute.
Creating a Healthy Balance:
Ethical Volunteerism vs. Unpaid Expectations
A sustainable nonprofit culture requires a balance between staff contributions, ethical leadership, and opportunities for genuine volunteer engagement. Organizations that recognize and support boundaries create healthier workplaces, prevent burnout, and foster long-term commitment. Here’s how nonprofits can ensure they are creating a fair and empowering environment:
Honor Work-Life Boundaries
Respecting employees’ time is critical to preventing burnout. Leaders should avoid sending late-night emails, expecting staff to work beyond their contracted hours, or subtly pressuring employees to sacrifice personal time for the organization. Clearly communicating that work-life balance is valued reinforces a culture of respect.
Normalize Saying No
Employees should not feel guilty for declining additional tasks or choosing not to participate in activities outside of their job descriptions. Leadership can model this by openly discussing the importance of setting limits and respecting individual capacities. Providing training on boundary-setting can also help staff feel more comfortable asserting their limits.
Encourage True Volunteerism
If staff members express interest in contributing beyond their paid roles, nonprofits should facilitate opportunities that are genuinely voluntary. Creating opt-in initiatives where employees can choose when and how to engage ensures that participation remains meaningful rather than obligatory.
Recognize and Compensate Extra Effort
If extra work is necessary, organizations should acknowledge and reward it appropriately. Options include offering additional paid time off, stipends, professional development opportunities, or adjusting workloads to accommodate temporary increases in responsibility. Compensation, even if non-monetary, signals that the organization values and respects the contributions of its staff.
Prioritizing Staff Well-Being
The Foundation of a Sustainable Mission
In the nonprofit sector, the arrival of dedicated volunteers often leads to an implicit expectation that paid staff should also contribute additional unpaid time. This assumption can foster a culture where employees feel compelled to sacrifice personal well-being for the organization’s mission, leading to sentiments like, “If you truly cared, you’d do more.” Such dynamics risk exploiting staff dedication, resulting in burnout and high turnover.
Leaders must recognize that an overextended team cannot effectively serve others. Emergency Medical Technicians (EMTs), for instance, are trained to assess scene safety before providing care, ensuring their own protection to remain effective responders. Similarly, airline safety protocols advise passengers to “place the mask on yourself before assisting others,” emphasizing the necessity of self-care to aid others effectively.
By fostering a culture that respects and supports staff well-being, leaders not only uphold ethical standards but also enhance the organization’s capacity to fulfill its mission sustainably.
Keep in Mind:
Burnout Prevention Matters
Overwork leads to disengagement and turnover, harming both employees and the mission.
True Volunteerism is Empowering
When people choose to contribute, they feel more connected and fulfilled.