1. Create connectedness.
A sense of connectedness or identification with a cause or group meets a number of psychological needs.   In faith-based volunteering, connectedness takes on three forms:  linking service to faith, linking people to the cause, and linking people to other people.

• Service to faith:
  Service is an essential part of a faithful journey in almost all major religions.
  Volunteer positions become more meaningful if the connection to faith is clear.  The connection may be in the work itself, the act of serving others or as the motivation for giving. 
• People to the cause:
  Connectedness in volunteer management is also about connecting people to the cause.  Meaningful service gives people something to be passionate about.  What is it about this particular cause that draws people to serve?  A volunteer who feels that his or her work is essential to the mission will work harder and longer.  Even menial jobs can have purpose if tied to the greater mission. 
• People to people:
  Fellowship is often a significant element of serving and volunteering.  It attracts people to become involved.  The inherent social aspect of volunteering motivates people, encourages commitment, enhances responsibility, and creates lasting relationships. Through volunteering people may experience a sense of community and belonging.

2.  The Right Placement. 
The question, “Who is the right person for this job?” often gets replaced with “Who can we get to do this job?”  Instead of grabbing the closest willing body, work strategically to help people find the best way to serve. 

Finding the right placement involves identifying spiritual gifts, understanding personal motivations, seeking commitment, and designing focused position assignments.  Matching people to volunteer positions that fit spiritual and lifestyle needs can be challenging, but in the long run volunteers will be more successful and stay active longer.

3.  Create a Climate of Support and an Expectation of Service.
One way to motivate members is to develop an expectation of service for all members.   Faith leaders establish this commitment through planning, preaching and setting the example.   Service is guided and supported with careful preparation, written policies and appropriate management practices. 

4.  Develop Strategic Partnerships.
Very few congregations have the resources to sustain lasting community programs.  Identify other organizations that are doing similar work.  Look for ways to combine resources to work toward a common goal.  Clearly outline partnership goals, responsibilities and expectations.

5.  Recognition.
The fifth component of managing church volunteers is recognition.  Although the concept of “service” is inherent to the religion - faith being the central motivation for helping others – showing appreciation or recognition for volunteer efforts will instill a greater sense of personal satisfaction.  It will contribute to retention by keeping volunteers excited and involved in their projects as well as improve productivity and morale.  While the ultimate reward for faithful service may be beyond this world, it sure is nice to feel appreciated now.  Say thank you honestly and often.