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A study of the training strategy of the Auxiliary Medical Service
Lau, Man-kwong.;
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2002
http://hdl.handle.net/10722/65256
The author retains all proprietary rights, (such as patent rights)

and the right to use in future works.
A Study of the Training Strategy

of
the Auxiliary Medical Service
A dissertation submitted in partial fulfillment of the requirements for the

degree of Master of Public Administration
LAU Man-kwong
2002
Acknowledgement
I owe special thanks to my supervisor,. Professor J Burns, for his

detailed and thoughtful comments, suggestions, criticisms and guidance
of each chapter of my dissertation as it was written. Professor Burns
demonstrated great skill in encouraging me while asking very challenging
questions.
Thanks are also due to the Chief Staff Officer and Staff Officer of
AMS for supplying me useful information about the AMS training system;
their comments and advice makes my dissertation looks more affluent.
Above all, they gave me a chance to spend two years on a part time day
release basis to study in such a stimulating and convivial atmosphere as
the Hong Kong University.
I would like to express my deep gratitude to my contributing

colleagues for their effort in assisting me in conducting the survey at a
time of considerable commitment to other teaching and office obligations.
In similar vein I would also like to record my thanks to my family for

their forbearance as the dissertation progressed. With the help, support
and encouragement of my wife Carrie, my sons Victor and Derek, I
manage to muddle through the MPA curriculum.
Abstract
This study tries to evaluate the present training and development

program for volunteers of the Auxiliary Medical Service (AMS). The
organization, consists of some one hundred paid staff and four thousand
and five hundred odd volunteers, relies heavily on volunteer skill and
labour in its day-to-day operations.
As such proper and adequate
training must be in place to ensure volunteers are doing their job up to

their satisfaction as well as to achieve organizational goals related to a
volunteer-based program.
Volunteers are not paid for their contribution, and so are assumed to
have no monetary reasons for working in voluntary agencies. Other than
Altruism, there is a world of reasons for volunteers to play the game.
The writer holds the view that adequate/suitable training is one of the
strongest motivator to attract AMS volunteers and there is a relationship
between effective training and AMS volunteer attendance rates. The
Department should adopt a strategic approach in training and
development of AMS volunteers so as to maintain the AMS volunteer
attendance rate.
The study indicates that AMS volunteers satisfy with the training
provided to them when they first join AMS. They also treasure the
opportunity of getting more acquaintance and serving the community by
using what they have learned during their stay in the Service. But as
they continue to serve in AMS, volunteers dissatisfy with the inadequacy
of training resources that made them feel they were being excluded in
most of the centralized training organized by the AMS HQ. They also
show their concern in the way AMS communicates with the volunteers
that they considered as inappropriate.
The study ends with recommendations suggesting ways and means of
doing an excellent job rather than doing a mediocre job - improvements
that strive for excellence, not only in training, but also throughout the
organization. Recommendations include the devolving of Medical Unit
(Hospital Wing) to Operational Unit, the standardization of training
packages, the organization of more 'train-the-trainer' programs, and the
establishment of e-communication channel within the Department.
Table of Content
Acknowledgement
Abstract
List of Figures
Chapter 1 Introduction
Chapter 2 Volunteerism
1
13
Chapter 3 Current Training & Development Program for AMS

Volunteers
31
Chapter4 Members' Survey - Findings & Analysis
51
Chapter 5 Conclusions
88
Bibliography
Appendices
Chapter One - Introduction
Introduction
The nature of volunteerism has been described as 'making the impossible

happen' . Schindler-Rainman and Lippit stated that volunteers are people who
'want the city or neighborhood in which they live to be exciting, creative, and
challenging' . Normally, a volunteer is most commonly regarded as someone
who intends to help without primary or immediate thought of financial gain, and
undertakes community service work on his or her own free will, without
receiving a salary or wage in return3.
In the 1950s, males of eligible age were required by the Government under
the Compulsory Service Ordinance4 to be a member of one of the seven
Auxiliary Forces. In 1965, the then Hong Kong Government began the policy
to promote the role of voluntary agencies in the community. Since then, the
number of voluntary agencies had increase sharply from 74 in 19655 to 332 in
19936 and 720 in 20007 with a steady increase in number. Obviously, the
recruitment of volunteers competed among agencies in the new millennium is
much higher than that in 60s hence making it difficult to attract new comers.
But why should there be voluntary service in our community? Since public
goods/services are mostly/all provided by the official agencies, why is that
volunteers are needed and there is an increasing and pressing need for them.
1
2
3
4
5
5
'
Sask Report Magazine, October, 1990, Canada

Schindler-Rainman, E., & Lippitt, R. (1971). The Volunteer Community. Washington, DC: NTL Learning
Resources, Inc.
Association for Volunteer Service, (1981), Report on Public Perception Towards Volunteering - An
Exploratory Study, Hong Kong: Association for Volunteer Services
Compulsory Service Ordinance, Cap 246, Law of Hong Kong
Extracted from 1961 Hong Kong Report, HK Government Printer
The Benefits of Volunteering
The questions can be addressed from different perspectives. From social

service point of view, volunteer participation has long been seen as an essential
element of good governance and development. Volunteering is a key means by
which individuals articulate their engagement as citizens, and by building trust and
reciprocity among citizens volunteering contributes to a more cohesive, stable
society. From the macro point of view, volunteering helps to integrate into society
people who are excluded or marginalized. . For instance, for people with
disabilities participating in volunteering challenges negative stereotypes of
disabled people as passive recipients of care. Likewise volunteering for young
people offers opportunities for self-development and provides a valuable
grounding in the practice of citizenship. For those not so young, volunteering
contributes positively to the process of 'active aging' by helping the newly retired
adjust to life without the structure of the workplace and by improving physical and
mental well being. From the microscopic point of view, volunteers can extend an
agency's services and the work of the agency's staff.
They can free the paid staff
to perform tasks that are more pressing and more closely aligned with their special
expertise. Also, the range of services the agency provides can be extended to new
populations.
As regards to efficiency, volunteers often exude a level of
enthusiasm and personal commitment that is contagious. This can have a positive
effect on both clients and paid staff and lend an image of concern to the agency.
Most often, volunteers speak the clients' language more directly than paid staff
especially when they are of the same race, religious group, or are from the same
socio-economic population as the clients. Their identification with clients and the
agency often makes them strong advocates of both clients' rights and the agency's
program.
From the economic perspective, there is no doubt that volunteers save a lot of
staff cost and associated fringe benefits. Without much training, they can provide
expertise service to their clients, on many occasions, with their own professional
knowledge/skills and enthusiasm. In the few countries where volunteer work has
been empirically studied, the contributions are estimated at between 8 % and 14%
of Gross Domestic Product8.
While the importance of volunteers has been identified, it follows the

question of what motivates people to be a volunteer. It has been the subject of
many articles and books since World War II. Each identifies a variety of
motivation that lead people to volunteer, and emphasizes their importance.
Organizations that provide voluntary service, despite their volunteership in nature,
must recognize that 'the learning needs of..adults will continue to grow, with
demands for programs to help them fulfill new roles, adjust to new life styles, and
update competencies'9. All volunteer organizations, in order to be successful,
need to consider the wants, aspirations and needs of the volunteer and provide
training and development opportunities to them so that they can meet those
needs.
Critics of formal volunteer management stated that in dealing with volunteer,

the training must be very tailored and innovative. It must possess more of a
motivational tone rather than an instructional one since most, if not all, motivated
volunteers require effective and efficient training to perform their duty well.
This training is different than the traditional staff training; it shows them how
Dr. Saxon-Harrold, Susan, Seminar: 'The Third Sector: Beyond Government and the Market', July 25, 2000,
Hong Kong
Ilscy, P.I., & Niemi, J.A., (1981), Recruiting and T Volunteers. New York: McGraw-Hill, Inc.
doing a better job can improve both the volunteer's lives and the lives of those
that they're helping.
Well-planned and substantive training and development programs with expert

leadership demonstrate early to the volunteer that his service is of value.
Careful selection of an assignment suited to his interest, with continued training,
evaluation and supervision, reinforces the feeling that he is needed10. Volunteer
training and development will have an impact on the voluntary agency's structure,
goals and future development.
'For some organizations, making a modern
volunteer development plan may have to begin with an examination of

constitutional purposes and organizational structure'11 where the organization's
vision and mission 'supply direction for the planning of educational programs'12
It is the purpose of training and development program for volunteers to ensure
' the satisfaction of volunteers and to achieve organizational goals related to a
volunteer-based program'13.
To determine the perceived importance, effectiveness and adequacy of

volunteer training and development programs, an assessment must be conducted.
According to McGehee and Thayer, training needs analysis requires much more
than 'armchair cerebration' and suggested analysis at all levels within an
organization - the organization, the job and the person14.
This study was
prompted by the belief that a better understanding of volunteers' wants may be

necessary to enable an organization to provide adequate training and
development programs which meet the needs of the volunteers, sustain their
10
11
12
13
14
Cull, J.G., & Hardy, R.E. (1974). Volunteerism: An Emerging Profession. Springfield, IL: Charles C. Thomas
Publisher.
Naylor, H. H., (1973), Volunteers Today - Finding, Training and Working with Them, New York: Dryden
Associates
Ilsey, P.I., & Niemi, J.A., (1981), Recruiting and T Volunteers, New York: McGraw-Hill, Inc.
Ibid
McGehee, W. and Thayer, P.W., (1961), Training in Business and Industry, John Wiley, New York
retention in the organization hence accomplish the organizational goal

eventually.
RESEARCH OBJECTIVES
The overall objective of this study is to make evaluation of the present

training and development program in a selected organization, the Auxiliary
Medical Service (AMS), in this case. This study aim at identifying the perceived
gaps between existing and ideal programs in volunteer training and development,
and ultimately makes recommendations to fill up the gaps for the sake of
enhancing organizational effectiveness.
The purposes were addressed through
the following questions:
1. What programs and services for volunteer training and development were
currently in place for AMS members?
2. What opportunities have been provided for volunteer training and
development?
3. What were the perceived gaps between existing and ideal programs in
volunteer training and development?
4. What can AMS do to enhance volunteer training and development?
Argument of the Study

Recognition of the importance of training in recent years has been influenced
by the intensification of global competition. Technological developments and
organizational change have led management to the realization that success relies
on the skills and abilities of their fellow workers, and this means considerable
and continuous investment in training and development.
This dissertation
argues that adequate/suitable training is one of the strongest motivator to attract

AMS volunteers. My survey indicates that AMS volunteers satisfy with the
training to be provided to them when they first join AMS. They also treasure
the opportunity of getting more acquaintance and serving the community by
using what they, have learned during the first few years. But as they continue to
serve in AMS, volunteers dissatisfy with the inadequacy of training resources that
made them feel they were being excluded in most of the centralized training
organized by the AMS HQ. They also show their concern in the way AMS
communicates with the volunteers that they considered as inappropriate. The
telephone interview for resigned/discharged members indicates that most of them
leave the Service because they feel bored with the repetitious first aid training
during their regular team training and the quality of the team officers whom they
conceived as not professional.
The Department should adopt a strategic
approach in training and development of AMS volunteers so as to maintain the

AMS volunteer attendance rate.
Adequate volunteer training plays a more
important role than other factors in the decision of the volunteer to

continue/terminate their volunteer service. Effective training program motivates
volunteers and there is a relationship between effective training and AMS
volunteer attendance rates.
Rationale for the Study

The relevance of training and development to organizational effectiveness is
discussed in organization theory. Fiedler indicated that without experience and
training even structured jobs present problems for the individual and
consequently the organization15.
13
'Non-profit volunteers have to be governed by
Fiedler, F.E., (1984), In D.S. Pugh (Ed.), Organization Theory, London: the Penguin Group
performance' 'Drucker, 1990'16. The impact of training and development goes

beyond organizational effectiveness.
The unique characteristics of volunteers
must also be considered. Moyer indicated that people who volunteer do so for
transactional as well as altruistic reasons17.
Cull and Hardy indicated that
voluntary action 'helps us transcend ourselves in some form of higher

self-expression and self-realization'
18
This implied that training and
development programs should attempt to meet the needs, wants and aspirations of
the individual.
Towards this end, tasks should be planned based on the
individual as well as organizational needs, recruiting by appealing to needs,

supervising in a way that allows needs to be met, and rewarding people with
what's important to them. Training and development programs that are well
planned and administered will 'contribute to the growth of the individual worker
at the same time that it increases his skill and productivity'19. Pitters-Strachan,
Kent, Tomlinson, and Shaw suggested that training and development programs
should be directed toward organizational effectiveness and member satisfaction 'one that can enable volunteers to accomplish both their individual goals and the
collective goals of the organization'20. This study analyzed current volunteer
training and development programs in AMS and attempted to suggest directions
for volunteer training and development such that organizational and volunteer
goals could be met.
Hong Kong voluntary organizations have been identified in a variety of fields
16
17
18
19
20
Drucker, P.F., (1990), Lessons forSsuccessful Nonprofit Governance, Nonprofit Management and
Leadership.
Moyer, M.S. (1990), Attracting Volunteers Using Buyer Behavior Concepts, Nonprofit Management and
Leadership
Cull, J.G., & Hardy, R.E., (1974), Volunteerism: An Emerging Profession, Springfield, IL: Charles C,
Thomas Publisher
Ibid
Pitters-Strachan, D.P., Kent, J., Tomlinson, P., & Shaw, J.,(1986), Volunteers Working Together, Government
of Canada: Fitness and Amateur Sport
such as social welfare, health, religion, education, sports, governmental and

many others.
Within the territory, there are three governmental voluntary
agencies, (the Hong Kong Auxiliary Police Force, the Civil Aid Service and the
Auxiliary Medical Service) and some 700 subvented and private voluntary
agencies21. At the time of the study, there were 4420 volunteer members and
100 full time/paid staff in AMS, out of which there were only 27 departmental
grade, others being general grades performing logistic support22. These figures
revealed that the structure of AMS depends almost entirely on volunteers for
operational tasks. In this respect, the effective training and development of
these volunteers must be critically reviewed.
Delimitations
The study surveyed volunteer needs for training and development confined to
AMS only as many AMS volunteers served more than one voluntary
organizations. The target population for sending questionnaires was delimited
to the active members of AMS. Those resigned from the service and the
honorary members were excluded. In additional to the questionnaire, interviews
were conducted with 82 individuals on a stratified random basis.
Methodology
A survey was conducted in 2000/2001 in order to assess AMS members'
special areas of interest, reasons for their remaining active in the Service or vice
versa, and how to sustain their interest in serving AMS.
In additional to the data gathered from the survey, data would also be
21
22

AMS File - General Organization and Establishment, AMS Vl/02
obtained from document search, record search and interviews.
The data
collected would be used to analyze the AMS present training system and to
provide possible solutions to the questions addressed above.
Subjects
Subjects for this survey were all AMS members, i.e. all members from Grade
I to Grade VII were included. The strength of AMS at the time of study was
4,424 . A total of 3,980 questionnaires were sent by mail. 444 officers and
members were invited for interview on a stratified random and pro-rata basis.
Those invited for interview, were selected by using a table of random numbers
from the officers and members listed on the AMS application form to which they
have been allocated an AMS membership number. Two sets of questionnaire
were designed in collecting necessary data for investigation, sample of which is
attached at appendix. Questions of Questionnaires were set aiming at collecting
the personal profile and respondents' view on what they think towards AMS's
existing training practice, their satisfaction and dissatisfaction about the current
training strategy and what suggestions they would make to clear their
dissatisfaction.
The first part of the questionnaires concern with the respondents' personal
data such as sex, academic qualification, and occupation as well as their intended
agenda of joining AMS. The second part of questions relates to the extent of
satisfaction of members feel after their joining of AMS. The third part of
questions probes the areas of dissatisfaction and suggestions to remove obstacles
that caused the dissatisfaction. The last part pertains to the willingness of support
by the members'
23
employers about members'
AMS File, 'General Organization & Establishment" - AMS Vl/02
contribution
in AMS.
10
Questionnaires were intentionally written in Chinese to facilitate respondents to

express more freely on their views and eliminate the language problem. A
return-envelop and a covering letter explaining the objectives of the survey
were attached to the questionnaire. Each subject was informed of the purpose of
this study and that the results were to be used solely for finding ways of
sustaining members' keenness to continue to serve in AMS.
Limitations
A limitation of the study may be that the full time employees of the AMS HQ,
who also enrolled as AMS volunteers because of the requirement of their job,
may have biases different from those of volunteers. It was recognized that
personal or employment related biases might have been reflected in their
responses on the questionnaire and in the interviews.
Since AMS volunteers come from all walks of life, it was acknowledged that
volunteers may have had limited knowledge of volunteer training and
development programs.
As the study represented only the views of the AMS members, the results
cannot be generalized beyond the organization studied.
Data collection began in December 2000, with distribution and returns of

questionnaires and concluded in May 2001.
11
Outline of the Dissertation
Chapter 1 has mentioned the benefits of volunteering, the importance and

nature of training and development programs for the volunteer sector, and
discussed the potential for a training perspective in the development of these
programs. In addition, the research objective, argument, rationale, delimitations,
and limitations of the study have been outlined.
In Chapter 2, literature related to the study is reviewed. The types, nature

and characteristics of volunteers and to some extent volunteerism are reviewed.
Consideration is also given to literature on motivation of volunteers. The stages
and characteristics of volunteer training and development and how training is
related organizational effectiveness are given due attention. The chapter also
includes a review of change theory, and factors that affect change in the training
and development process. Finally, the chapter concludes with a review of the
nature of training needs assessment and how training & development affects
volunteer retention.
The roles and responsibilities, structure, and background information of the

target organization - AMS, are described in Chapter 3.
This chapter also
highlights the current training budget, types of training activities and strategies of
the Department, how training is linked up with organizational effectiveness and
the existing training deficiencies of the Department.
Research and analysis of the problem of AMS training is discussed in

Chapter 4. The research design, taken in the form of survey, interview, as well
as record/document search of AMS members is elaborated. Population for the
12
study, instrumentation, validity, and collection of data and analysis of data are
explained. The results and findings are also presented, analysed and discussed.
A summary of thefindings,recommendation and conclusions based on the results
are formulated in the concluding chapter.
13
Chapter 2 - Literature Review
Introduction
Volunteers have been the subject of considerable research and writing,
particularly from the field of social sciences. An abundance of information
exists dealing with the importance of volunteer motivation, volunteer training,
and the development of the individual and the organization in which he/she is
working in. In any effort to ascertain the needs of a volunteer training and
development program, it is important to look at how the unique field of voluntary
action has developed in Hong Kong. This review attempts to synthesize the
literature on volunteerism, volunteer training and development, and theories of
volunteer motivation.
The methodologies, and philosophies of adult training & development will be

explored with application to volunteer training and development.
Integral to the
development of volunteer training & development program is the theory of

change.
Trainer always plays the role of change agent and training &
development is viewed as a change process.
Factors affecting the change
process, and who and how to effect change in the T & D process are also of
relevance to this topic. To facilitate training & development, the very first step
the management to take is to identify whether T & D is required, and if so, what
the training need is. Towards this end, literature of training needs assessment is
also reviewed.
14
Volunteerism
Almost all the literature on volunteerism and voluntary action include
comments
on the unique nature and purpose
of voluntary action.
Schindler-Rainman and Lippit stated that 'most volunteer activity not only
represents a significant contribution of energy and skill and individual resources
to the functioning of democracy, but also makes a significant contribution to the
volunteer's own psychological health and self-actualisation'1.
The role of the volunteer in our society is extremely important.
'Volunteers
have no direct monetary reason for joining and staying with an organization.
This creates unique pressures both for volunteers and for the organizations that
rely on volunteer labor'2.
'On an average, volunteers contribute 4.2 hours per
week, with 51.1% of all adults 18 years and older volunteering in one-way or
another. For those volunteer who donate more than 4 hours a week, they will
most likely have a college education.... and volunteer to help others' . Volunteer
efforts contribute to our society.
Volunteers are found everywhere and in
different fields, and are often crucial to the existence of organizations and
communities. They give freely not only of their time, but often their money in
the form of child care costs, telephone and vehicle expenses4. They are unique
and valued in our society.
2
3
4
Schindler-Rainman, E., & Lippitt, R., (1971), The volunteer Community, Washington, DC: NTL Learning
Resources, Inc.
Pearce, Jone L. (1993), Volunteers: The Organizational Behavior of Unpaid Workers, London: Routledge.
Connor, Tracy Daniel, (1995), The Volunteer Management Handbook, New York: John Wiley & Sons, Inc.
Moss, G. (1978), A report on volunteers in Saskatchewan towns, Saskatoon, Saskatchewan: Extension
Division, University of Saskatchewan.
15
Volunteer Types
Before going further to analyse volunteerism, one must acknowledge that

there are various types of volunteers with each type possessing unique
characteristics. For purposes of this dissertation, the volunteers will be grouped
into two categories - Episodic and Continuous.
Episodic - Episodic volunteers are also known as 'short-term' or 'informal'

volunteers5, they donate short amounts of time. This does not mean that the
volunteer may not accumulatively donate many hours to the same or multiple
organizations, they just choose to do it in short chunks of time or sporadically.
An episodic volunteer could be a university student donating a couple of hours
for a special project, or a volunteer who donates eight consecutive hours during a
one-day annual event. There are many long-term volunteers who choose to
donate in an episodic fashion.
Continuous - Continuous volunteers are also known as 'repeat' volunteers or

'formar volunteers6. These volunteers continually volunteer for the same job or
organization in a 'structured' manner.
A continuous volunteer could be
someone who gives four hours a week to the same organization for a lengthy
period.
5
6
Ilsley, Paul J., (1990), Enhancing the Volunteer Experience, San Francisco, CA: Jossey-Base Inc.
Ibid
16
Volunteer Motivation
Volunteers, irrespective they are episodic or continuous, must have their

reasons for volunteering. Volunteers are not paid for their contribution, and so
are assumed to have no monetary reasons for working. Volunteers' reasons for
volunteering are a mystery. They do not have the comfort of an easy answer.
However, the reasons people choose to volunteer have consistently received
considerable attention. The overall reason that most volunteers begin is due to
altruistic motives7. There are many different types of motives: philanthropic,
cause-oriented, self-interests, and occupational8. Unfortunately, motives for a
volunteer change with time, personal experiences, and organizational needs.
Schram discussed altruism, utility theory, human capital theory, exchange theory,
expectancy theory, need fulfilment and socialization as theoretical frameworks
that assist in understanding the motivation of volunteers9. The results of surveys
conducted in Vancouver in 1965, 1974 and 1981 indicated that 'altruism is one of
the motivators of a large proportion of volunteers'10. Altruism is defined in the
Compact Oxford English Dictionary (1991) as 'devotion to the welfare of
others ... as a principle of action.'
The word's first known use was in the late
nineteenth century, and people have been citing altruism as the motivation behind
such apparently unselfish behaviour as volunteering ever since. In one study, 92%
of the respondents said that helping others was a very important or somewhat
important reason for volunteering11. Among the different schools of thought in
7
8
9
10
"
Newton, Lucy A., (1995), A Study ofAttitudes and Perceptions of Volunteers in Nonprofit Organizations,
The Journal of Volunteer Administration. Winter
Schram, V.R. (1984), Motivating Volunteer to Participate, In L.F. Moore (Ed.), Motivating volunteers: How
the Rewards of Unpaid Work Can Meet People's Needs. Vancouver: Vancouver Volunteer Center
Schram, V.R. (1984), Motivating Volunteer to Participate, In L.F. Moore (Ed.), Motivating volunteers: How
The Rewards of Unpaid Work Can Meet People's Needs. Vancouver: Vancouver Volunteer Center
Ross, David P., & E. Richard Shillington, (1989), A Profile of the Canadian Volunteer. Ottawa, Ontario,
Canada: National Voluntary Organization
17
motivation theories, one of the process-based approach theories - the

instrumentality theory, may explain what attracts volunteers.
Linking motivation theory to volunteering
In order to attract volunteers to join or to stay, agencies must be aware of

what volunteers want. 'Volunteers... know what they want from an experience.
For many of them that's the beauty of volunteering - if they don't get what they
want, they can leave and go somewhere else'12. Instrumentality theory assumes
that people will be motivated to act if they believe that by doing so, they will
finally get something they are looking for or valued.
Vroom's expectancy13 and
Adams' equity theories14 of motivation suggest that people are not driven by a
desire to help others; rather, they act only if they are likely to get something in
return.
With some variation on emphasis, most of these instrumental theories
consider valence, instrumentality, and expectancy (VIE) as critical components in

motivation.
Landy and Trumbo15 assume that people will ask themselves
whether or not:
a.
A certain action has a high probability of leading to an outcome

(expectancy)
b.
That outcome will yield other outcome (instrumentality).
c.
Those other outcomes are valued (valence).
So, when people try to make decision as to whether to participate or to retain

in a voluntary organization, their reasoning, in simple term, might go like this: -
12
13
14
15
Vroom, V.H., (1964), Work and Motivation, New York: John Wiley
Adams, J.S., (1963), Toward an Understanding of Inequity, Journal of Abnormal and Social Psychology,
Vol. 67
Landy, Frank J., & Don A. Trumbo, (1980), Psychology of Work Behavior, Homewood, Dorsey Press.
18
Should I volunteer at the AMS?
What can I expect from the AMS as the immediate outcomes?

(Expectancy) - Possibly I'll receive training on nursing care and knowledge in
management of public organization.
What will happen as a result of this? (Instrumentality) - It is likely that

after enrolment into AMS and being trained, I'll learn more about medical care
and perhaps I may be able to find a better full-time job in the Civil Service by
using this knowledge.
How much do I value this outcome? (Valence) -I value this opportunity very
highly because I am desperately in need of such at the moment.
Decision: I will participate/retain in AMS
Essentially, according to instrumentality theory, a person tries to predict the

outcome when making his/her decision to join/retain in the volunteer service.
Retention of a volunteer is more likely to occur if he/she can be reassured of a
perceived/valued outcome.
Along this thinking, it is very important to
understand what volunteer's value in joining/retaining in voluntary agencies.

According to Clary, Snyder, and Ridge, they provided a useful, scientifically
sound 'volunteer functions inventory' of the motivations underpinning volunteer
work16. It synthesizes much of the general research on reasons for volunteering
into six broad areas, namely: social, value, career, understanding, protective, and
16
Clary, E. Gil, Mark Snyder, & Robert Ridge, (1992), Volunteers' Motivations, Nonprofit Management and
Leadership 2 (4) (Summer)
19
esteem. Figure 1 provides examples of valued outcomes and reasons for

volunteering identified by Clary and his colleagues.
Figure 1:
Motivational
Concerns
Outcomes Valued by Volunteers
Reasons for, & Valued Outcomes of, Volunteering
Social
Myfriendsvolunteer.
People I'm close to volunteer
People I know share an interest in community service.
Value
I am concerned about those less fortunate than myself.
I feel compassion toward people in need.
I feel it is important to help others.
Career
I can make new contacts that might help my career.
Volunteering will help me succeed in my chosen profession
Volunteering will look good on my resume.
Understanding I can learn more about the cause for which I am working.
Volunteering allows me to gain a new perspective on things.
I can explore my own strengths.
Protective
Volunteering helps me work through my own personal
problems.
Volunteering is a good escapefrommy troubles.
By volunteering I feel less lonely.
Esteem
Volunteering makes me feel important.
Volunteering increases my self-esteem.
Volunteering makes me feel needed.
What motivates volunteers to join and stay with an organization is a difficult

topic. Schram cited 'anticipation of some sort of return or self-serving reasons'
as reasons for participation in voluntary work17.
Henderson stated that

18
'volunteering must provide opportunities for people to meet certain needs' .

References to the growth of the individual and need satisfaction are now
17
18
Schram, V.R. (1984), Motivating Volunteer to Participate, In L.F. Moore (Ed.), Motivating Volunteers: How
the Rewards of Unpaid Work Can Meet People's Needs. Vancouver: Vancouver Volunteer Center
Henderson, K. A. (1981), Motivating the Adult 4-H Volunteer, Journal of Extension
20
currently favoured in the literature as integral to motivation of the volunteer

(e.g., Moyer, 1990; Moore & Anderson, 1977)19.
The importance of
understanding volunteer motivation is best described by Henderson - 'the

importance of being aware of volunteer needs can't be overlooked. Volunteers
are an essential part of an organization.... but this volunteer experience can also
be an important part of the lives of the volunteers themselves.... Staff working
with volunteers should keep motivations in mind when determining volunteer
tasks and when recruiting, training, and supervising volunteers'20.
When considering the motives of why people volunteer, it is an undeniable

fact that adequate training and development is of paramount importance to those
who are joining or serving in agencies as volunteers. Henderson pointed to an
understanding of the motivation of volunteers as necessary to the evolution of
training and development plans for volunteers. Abrahamson21, Knowles22, and
Schram23 gave support to this view. Stenzel and Feeney linked motivation and
training with the following statement: 'Training for effective participation in the
affairs of the community, and for true commitment to the welfare of its people,
depends in large part upon the individual's growth toward self-actualisation and
creative participation in learning experiences'24.
19
20
21
22
23
24
Moyer, M.S., (1990), Attracting Volunteers Using Buyer Behavior Concepts, Nonprofit Management and
Leadership, and Moore, L.F., & Anderson, J.C. (Eds.), (1977), Volunteer Administration: Readings for the
Practitioner, Vancouver, Vancouver volunteer Center
Henderson, K.A. (1981), Motivating the Adult 4-H Volunteer, Journal of Extension
Abrahamson, J. (1954), Who Volunteers? and Why?, In L.F. Moore and J.C. Anderson (Eds.), Volunteer
Administration: Readings for the Practitioner, Vancouver: The Voluntary Action Center, and the Volunteer
Bureau of Greater Vancouver
Knowles, M.S.,(1971), Motivation in Volunteerism; Synopsis of a Theory. In 15.L.F. Moore and J.C.
Anderson (Eds.), Volunteer Administration: Readings for the Practitioner. Vancouver: The Voluntary Action
Resource Center, and the Volunteer Bureau of Greater Vancouver.
Schram, V.R., (1984), Motivating volunteer to participate. In L.F. Moore (Ed.), Motivating volunteers: How
the rewards of unpaid work can meet people's needs. Vancouver: Vancouver Volunteer Centre
Stenzel, A.K. & Feeney, KM. (1976), Volunteer Training and Development: A Manual (rev. ed), New York:
The Seabury Press
21
Organizational Effectiveness and Training
Effectiveness, in simple term, means achievement of goals25. From our

organizational perspective, effectiveness is concerned with providing the right
service at the right place and time26. There are plentiful of theories and concepts
to be drawn upon about organizational effectiveness, however, the focus of which
changes over time. First, it starts with Taylor's 'time and motion' studies until
recently the strategic planning approach is dominating27. In the recent approach
of human resources strategy, successful pursuit of organizational effectiveness
depends upon a complex of factors such as organizational structure and
communication systems.
Yet, training has played a very important role
throughout28.
The UK Manpower Services Commission defined training as 'a planned

process to modify attitude, knowledge or skill behavior through learning
experience to achieve effective performance in an activity or range of activities.
Its purpose, in the work situation, is to develop the abilities of the individual and
to satisfy the current and future needs of the organization' .
The importance of training is demonstrated by the fact that employees and

organizations are more and more frequently turning to training as a solution to
work issues30. Surveys in the early 1990s reveal that British companies seem to
25
26
27
28
29
30
Robbins, S P, (1991), Organizational Behavior - Concepts, Controversies and Application, Prentice-Hall,

USA
Baguley, P. (1994), Improving, Organizational Performance, Mcgraw-Hill, England
Mintzberg, H. (1991), "The Effective Organization: Forces and Forms', Sloan Management Review, Vol. 32,
Pt 2, Winter
Chachere, R Denise and Martocchio, J. Joseph, (1996), Linking Training with Productivity: Taking Training
into the Twenty-First Century in Ferris, Gerald R, and Buckley, M
Manpower Services Commission, (1981), Glossary of Training Terms, HMSO, London
Goldstein, I L, (1989), 'Critical Training issues: past, present and future', Training and Development in
Organization, Jossey-Bass
22
be taking training more seriously31. The Price Waterhouse Cranfield Project

Survey
indicates that training and staff development is the leading issue for
most personnel departments across Europe, including the UK33. Apparently,

training is one of the contributing factors leading to organizational effectiveness.
Roger Buckley and Jim Caple34 conclude:
'Individual trainees can benefit in a number of ways. In relation to their

current positions, trainees may gain greater intrinsic or extrinsic job
satisfaction.
Intrinsic job satisfaction may come from performing a task
well and from being able to exercise a new repertoire of skills. Extrinsic
job satisfaction may be derived from extra earnings accrued through
improved job performance and the enhancement of career and promotion
prospects both within and outside the organization to which they belong.
Benefits of the organization include improved employee work performance
and productivity; shorter learning time which could lead to less costly
training and employees being 'on line' more quickly; decrease in wastage;
fewer accidents; less absenteeism; lower labour turnover and greater
customer or client satisfaction'.
Theoretically, the major concern of the linkage between organizational

effectiveness and training is productivity35. Chachere and Martocchio point out
that training enables workers to assume greater responsibility, and hence
productivity increases36. Ichniowski found that a strong productivity enhancing
31
32
33
34
35
36
Saggers, R, (1994), "Training Climbs the Corporate Agenda', Personnel Management, July
Price Waterhouse Cranfield Project, (1990), Report on International Strategic Human Resource Management,
London: Price Waterhouse
Brewster, C and Hegewisch, A, (1993), "A Continent of Diversity', Personnel Management, January
Buckley, Roger and Caple, Jim, (1990), The Theory and Practice of Training, London: Kogan Page
Chachere, R. Denise and Martocchio, J. Joseph, (1996), Linking Training with Productivity: Taking Training
into the Twenty-First Century in Ferris, Gerald R., and Buckley, M
Ibid
23
effect was obtained after the conducting of multi-skilling training37. Holzer also
found that training related positively to supervisors7 productivity growth ratings38.
Bishop indicated that productivity growth was substantial when newly hired
workers were given training. It seems most of the above quoted studies are
related to the business sector in the commercial field, however, this same applied
to volunteer sector as training can provide attraction for volunteers to stay as well
as to prepare them to perform their responsibilities on the one hand, and enhance
organizational effectiveness on the other.
Volunteer Training and Development
Most information on volunteer training and development is based on

American research conducted in the 1970s and 1980s. Some research has
attempted to move toward the organization and development of volunteer training
programs by providing voluntary agencies with specific curricula and
methodologies to be used in volunteer training programs (e.g. Anderson &
Lauderdale, 198639; Moore & Anderson,40; Stenzel & Feeney,41; Cull & Hardy,42;
Naylor,43).
The movement towards the organization of volunteer training
programs appears to be the result of the need for voluntary agencies to become
more organized on the one hand, and the increased fear of lawsuits due to poorly
37
38
39
40
41
42
43
Ichniowski, C.,(1992), "Human Rresources Practices and Productive Labour-Management Relations" in D

Lewin, O. S. Mitchell, & P. D. Sheerer (Eds), Research Frontiers in Industria Relations and Human
Resources, Madison, WI: Industrial Relations Research Association
Holzer M, (1984), Productivity and Public Policy, Beverly Hills, California: Sage Publications
Anderson, S., & Lauderdale, M., (1986), Developing and managing volunteer programs, Springfield, IL:
Charles Thomas Publishers
Moore, L.F., & Anderson, J.C. (Eds.), (1977), Volunteer Administration: Readings for the Practitioner,
Vancouver, Vancouver volunteer Centre
Stenzel, A.K. & Feeney, H.M. (1976), Volunteer Training and Development: A Manual (rev. ed.), New York:
The Seabury Press
Cull, J.G., & Hardy, R.E., (1974), Volunteerism: An emerging Profession, Springfield, IL: Charles C. Thomas
Publisher
Naylor, H.H., (1973), Volunteers Today - Finding, Training and Working with Them, New York: Dryden
Associates
24
44
trained or supervised on the other .
Volunteers are often workers of full-time jobs elsewhere and with busy and
many-splendor lives.
As Wilson stated: 'these volunteers are unwilling to
tolerate poorly managed, low quality and ineffective programs. They have a
smorgasbord of options, since everyone needs their help, and they tend to go
where their time and contribution is well used and appreciated.
Agencies know
this and are more open to training than ever before'45.
System Approach to Training
The use of systems theory in training reflects the pervasive use of systems
thinking throughout the social sciences in the past.
Based on the general
systems theories of Von Bertalanffy46, systems thinking attempts to integrate the

contributions of the different disciplines into a single model that will better
explain the workings of the training process. Thus a typical systems approach to
understanding a phenomenon would involve the construction of a model
representing a process which is fed by inputs and which, in turn, produces certain
outputs.
The system may also incorporate a control mechanism known as
feedback by which the output of the system is monitored and changes can be
made to the inputs to ensure that the system continues to function smoothly.
44
45
46
Wilson, M.,(1984), The New Frontier: Volunteer Management Training, Training and Development Journal,
38(7) '
Von Bertalanfiy, L., (1968), General Systems Theory: Foundations, Developments, Applications, New York,
Brazillier
25
Figure 2: A 'Systems' Approach to Training
Evaluation / Feed back
Phases in the Training & Development Process
There are different phases in volunteer training and development.
Often, it
started with recruitment. Following enrolment is the orientation and induction

phase, start-up support.
When AMS members passing out and posted to
different districts, in-service or maintenance training and advanced training will

continue. The phase of evaluation and retention will exist throughout the whole
training & development process.
Training and Development as a Change Process

Sosniak47 implies that inherent to the process of learning is change - 'a
matter of qualitative transformations of both the individual and that which is
being learned'.
The process of planned change to effect organizational and
individual goals is defined by Stenzel and Feeney48 as 'the educational process of

47
Sosniak, L.A.,( 1987), The Nature of Change in Successful Learning, Teacher College Record, 88(4)
Stenzel, A.K. & Feeney, H.M. (1976), Volunteer Training and Development: A Manual (rev. ed). New York:
The Seabury Press
48
26
bringing about changes in behavior to achieve a desired result is the purpose of

all teaching. Therefore, building content for the training and development of
individuals must be focused on effecting changes in the knowledge, attitudes, and
skills of the individuals. The end result should be more effective programs on
the part of the agency or organization, and self-learning and development for the
individual'. This inferred that curricula for training and development must stem
from the needs and interests of the members and the organization, and must be
directed at effecting changes that are deemed necessary by the parties involved.
As a change process, training and development should be designed in such a
way that new program or innovation must be presented in a clear, concise manner
with concrete examples and terms, and should have a specific goal. Personal
concerns must be addressed in a direct and sensitive manner and participants
must have a forum to express concerns as well as to share feelings about the
innovation. It should also be noted that the facilitator of the innovation must be
credible, and able to deliver the innovation with skill and conviction.
Environmental Factors Affecting Change
The pace of change in our society has forced us to constantly learn new
things. 'The problems facing mankind are now so complex and develop so
rapidly, new roles and forms of education are required'49.
More and more voluntary organizations today face a dynamic and changing
environment.
This, in turn, is requiring these organizations to adapt.
Technology, for instance, is changing jobs and organizations.
Volunteers have
Skager, R., & Dave, R.H.,(1977), Curriculum Evaluation forLifelong Education, New York: Pergamon Press
27
to learn and use computers whilst performing their life-saving duties even
though these skills may not be required by their own jobs.
In addition, factors
such as economic shocks (most recent Asian Financial crisis), global competition,
social trends and politics (change of sovereignty of HK), all contributed as
influential elements that affect change.
Agents that Effect Change in the Training & Development Process
Establishing a climate for change is integral to the change process.
Agents
that effect change are of paramount importance in the training and development
process.
The mechanical aspects of leadership to effect change are discussed by
Fullan50 who proposes that to effect change the leaders should introduce major,
overwhelming change, then provide extensive support and assistance during the
change process in the hope that the members will adopt some of the changes.
Dickinson51 stated that 'since most people resist change and learning implies
change, there will always be some element of discomfort in a learning situation.
The instructor should attempt to reassure the adult that change is not necessarily
harmful by relating new material to his needs and problems'.
Dickinson
suggested that learners' needs must be considered during the process of learning,
it follows that how training needs can be identified and assessed.
The next
section discusses how to identify training needs and the mechanism of needs
assessment used in volunteer training programs.
50
51
Fullan, M., (1982), The Meaning of Educational Change, Toronto: The Ontario Institute for Studies in
Education
Dickinson, G., (1973), Teaching Adults: A Handbook/or Instructors; Toronto: New Press
28
Training Needs Assessment
Training needs assessment is defined by Kaufman as: 'the process of

identifying, scooping, documenting, and justifying needs, placing them in priority
order, and selecting those for reduction of elimination. Needs assessment will
identify both internal (educational) and external (societal) gaps in results. These
needs will provide the data base for later identifying that which is working well,
what is not, what to keep, and what to change'52. Therefore, a needs assessment
is a management technique used to determine what is and what should be.
A discrepancy between what is and what should be is described by Kaufman

and Stakenas as a gap in one of three types of results: products, outputs, and
outcomes53. Kaufman and Stakenas indicate that 'needs assessment should be
applied to external gaps, or basic gaps in society such as gaps in values and
aspirations'54. The other form of assessment is an internal needs assessment,
which 'can be used to identify gaps in educational results and processes'
Pitters-Strachan, Kent, Tomlinson and Shaw55 suggested that a regular needs
assessment is a necessary component to the establishment and maintenance of the
vital force needed to operate voluntary organizations. Needs assessment is then
seen as a method of identifying and prioritising needs, which can assist
organizations in closing gaps between current results and desired results.
52
53
54
55
Kaufinan, R., (1988), Planning Educational Systems: A Results Based Approach, Lancaster, PA: Technomic
Publishing Company, Inc
Kaufinan, R., & Stakenas, R.G., (1981), Needs Assessment and Holistic Planning, Educational Leadership
Ibid
Pitters-Strachan, D.P., Kent, J., Tomlinson, P., & Shaw, J., (1986), Volunteers Working Together,
Government of Canada: Fitness and Amateur Sport
29
How Training & Development affects Volunteer Retention in AMS
Today's volunteers are among the busiest and least likely to have an
abundance of time to devote to their chosen organizations. It is not unusual
today to hear managers of voluntary organizations, both large and small, express
the difficulty they have in recruiting, retaining, and developing an adequate pool
of volunteers to accomplish organizational goals and objectives.
AMS, with its some 100 core staff, relies heavily on its volunteers to
implement goals and objectives.
Therefore, plans for the training and
development of the organization's volunteers must be included at every stage of

the organizational planning process. Training provided to volunteers bridges the
differences between what a volunteer understands an assignment to be, their own
expectations on how well they can perform that assignment, and what their
performance level actually is when given the opportunity to perform. It is quite
true that training for volunteer not only enhances volunteers' education but also
helps advance their personal growth, development, and recognition of values. For
instance, training provided to AMS member to render pre-hospital care to
patients that may relate directly to how successfully he/she will perform in this
position may include developing attitudes of patience and calm, learning how to
negotiate and balance another's personal wants and needs, and developing the art
of active listening and flexibility in dealing with stressful situation. All of these
skills also help further develop personal growth and discovery in the volunteers.
Through training and development, volunteers not only can enhance their
proficiency in accomplishing their jobs in their volunteer capacity, but also
benefited from the skills acquired and the behavior learned to better perform their
own occupation.
30
Summary
To provide context for the problem being studied; this chapter reviewed the
nature and types of volunteers.
Attention was focused on motivation of
volunteer and why this must be addressed in providing structure to volunteer

training and development programs. Accompanying training and development
is the theory of change. In the course of learning and acquiring sufficient
knowledge, attitude and skill through training and development programs, there
underlies the process of change. In any process of change, consideration must
be given to goals and implications of the change. Due consideration must also
be given to targets directly affected by the change - volunteers, clients and
organizations. The nature of volunteer agencies and factors affecting change in
these agencies need to be considered when development training programs.
Last but not least, the needs assessment process is considered a management
technique that is used to determine what is and what should be. This technique
is most appropriate for determining the training and development needs of
volunteers.
31
Chapter 3 - Current Training & Development for AMS Volunteers
Introduction
Training is a subset of human resources functions.

development is growing steadily in size, outreach, and impact.
Human resources
Increasingly, the
training & development professional is recognized as a prime contributor to

organizational effectiveness and individual satisfaction and productivity in the
world of work.
No longer confined by earlier narrow definitions of 'training',
the profession has evolved to encompass a multitude of disciplines and

approaches, all focused on the central goal of developing human potential in
every aspect of lifelong learning. Indeed, training is one of the important links in
modern human resources management. Undoubtedly, it brings benefits to
individual workers as well as organizations.
In discharging their duties, workers
would gain intrinsic and extrinsic rewards after being trained, in terms of greater
job satisfaction, increase in salary or even promotion to higher ranks.
Organizations would also be benefited because trained employees are likely to
raise productivity, minimize wastage, cause less absenteeism and secure client
satisfaction1.
In fact, Goldstein regarded training as the solution to functional
issues such as absenteeism; staff turnover and low productivity, etc .
Recently, the complexity of organizational life is a considerable concern to

most organizations, irrespective of the environments or fields in which they
operate.
1
2
They all aware of the need for training and development at different
Buckly, R and Caple, J, (1992), The Theory and Practice of Trainmg, Kogan Page Ltd, USA
Goldstein, I L, (1989), "Critical Training issues: past, present and future', Training and Development in
Organization, Jossey-Bass
32
levels, in view of the pressing need for gaining competitive advantages for
survival and/or continuous growth.
Globalisation and the rapidity of change in the last decade have made
business systems more complex and competitive no matter in the private sector or
in the bureaucratic settings. Alvin Toffler described the shattering stress that we
induced in people by having them subjected to too much change in too short a
time .
In the era of information technology, the fast moving pace of
technological, social, political and demographic change warrants institutional

trainers' job more demanding and difficult than ever before.
AUXILIARY MEDICAL SERVICE & TRAINING
The Organization
In the late 1940s, when the world was still smarting from the pain and
disruption of the Second World War, the Korean War raged. War and unrest
were imminent in emergencies, the then Hong Kong Government organized the
Essential Services Corps4 and implemented the Compulsory Service Ordinance5,
with a view to recruiting and training volunteers to support the regular services
when there was a need6.
The AMS was established on December 22 1950 as a division of the then

Medical & Health Department. Members were trained in first-aid and basic
3
4
5
6
Toffler, Alvin, (1970), Future Shock, Random House, Inc., New York
Essential Services Corps Ordinance, Cap 197, Law of Hong Kong
Compulsory Service Ordinance, Cap 246, Law of Hong Kong
A MS 4tfh Anniversary Magazine, 1980, AMS
33
nursing to reinforce the regular medical and ambulance services in times of

need. The Service had recruited with about two thousand members from all
walks of life to serve the whole community. In the early 70s, to keep pace with
socio-economic development, the AMS started to extend its scope of services and
recruited more full-time training staff to provide additional services, such as
offering first-aid training to civil servants in various government departments.
The scope of training and services of AMS members thus became increasingly
diversified.
The AMS has become an individual government department since 19837.
At present, the organization consists of an establishment of 100 full-time staff
and 5,258 volunteers. Apart from serving its original purpose of being a reserve
unit prepared for times of emergencies, AMS offers the Government and the
Hong Kong community a variety of regular services8. From 1987 to 2001, the
actual strength of the AMS is as follows:
Figure 3: Actual Strength of AMS for the Year 1987 - 2001

(Source: AMS Member Record Office)
Year
Actual Strength
Increase/Decrease in Strength
1987
4,477
1988
4,100
-377
1989
4,213
+113
1990
4,300
-87
1991
4,315
+15
AMS File,' General Organization & Establishment', AMS Vl/02

AMS Fact Sheet, 1998
34
1992
4,495
+180
1993
4,713
+218
1994
4,801
+88
1995
4,772
-29
1996
4,770
-2
1997
4,665
-105
1998
4,650
-15
1999
4,593
-57
2000
4,420
-173
2001
4,068
-352
AMS members are volunteers, coming from various sectors of the

community. Among them, there are healthcare professionals comprising doctors,
nurses, radiologists, pre-hospital care providers and paramedics working in public
or private agencies. Since AMS is a uniform force in the government, the rank
structure of the volunteers is governed by Ordinance in which the postings reflect
the functional duties of the appointments concerned9. The administration and
organi2ation are built on a structure interwoven by a volunteer organization and a
government department.
The Director of Health Services is the ex-officio
Commissioner of the AMS serving a dual role as head of the regular health
services and medical auxiliaries in a volunteer capacity. The Chief Staff Officer
of the AMS HQ who holds the post of Deputy Commissioner (Operations) in a
volunteer capacity is responsible for its daily operations (AMS Organizational
chart at Appendix 1). From the structural dimension perspective, the AMS is
typically a bureaucratic model with many of the characteristics of bureaucracy in
9
AMS Ordinance, Cap 517, Law of Hong Kong
35
the organization.
structure.
In particular, rules and regulations permeate the entire
In dealing with work situations, it has been the requirement of all the
AMS members to follow the procedures stipulated in the Commissioner's

Standing Orders and Operational Orders10.
These orders cover the proper
procedures in dealing with different matters such as discipline, operational steps,

and grievance channels.
Failure to comply with these procedures will be
regarded as rule infractions and insubordination, which may invoke disciplinary

action.
Such formalistic procedural requirement implies that the organization is
very rule-bound and office bearers must be conversant with all procedures and
orders in performing their duties.
It operates according to the formal rule that
specifies proper office and operational procedures to ensure regularity, upon

which AMS has been operating for fifty years since its inception.
Training of AMS volunteer members
In the formal setting of AMS, members have to obey the order and
instructions given by their superior officers who have to make discretion and
decision along the stipulated operational orders and guidelines during operational
duties. Obviously, these officers need to possess sound knowledge in technical
and managerial skills if they have to perform their task effectively. Along this line,
training is crucial for maintaining the proficiency of volunteer members in their
technical as well as managerial skills for counter disaster operations.
They must
be given sufficient opportunities to practise what they have learned so that they
can be maintained at a reasonably competent level to discharge their duties
efficiently and effectively.
As AMS is fully aware of its functional role in
augmenting regular forces in combating disasters, it has shown great emphasis in

10
AMS Operational Order No. 1 'Mobilization Instruction', AMS
36
allocating funds to train up its members for the preparedness of emergencies.

In the past, AMS HQ spare no effort in organizing a wide range of training
activities for its volunteer members so that they can acquire the necessary
knowledge and skills to carry out their duties. From the table below, it can be
seen that AMS has been using nearly half of its allocated departmental budget for
training purposes11:
Figure 4: Annual Provision Allocated for Training Function in AMS

(Source: Estimates for the Year Ending March 1996 - 2002 (Volume 1 A))
Financial Provision for Training Total Annual Provision'

Year
(a)
(b)
($m)
. ($m)
Percentage
(a)/(b)
%
2002/2003
28.3
65.6
43.1
2001/2002
29.1
66.2
44
2000/2001
28.9
63.6
45.4
1998/1999
28.7
58.8
48.9
1997/1998
25.8
56.3
45.8
1996/1997
25.6
51.8
49.4
1995/1996
23.2
46.7
49.6
| 1994/1995
24.9
47.6
52.3
'
AMS File, 'Estimate' - AMS F2/07
37
Types of Training currently provided to AMS Volunteers
The training provided to AMS volunteers can be categorized into three

types12:
(a)
Recruit training:
All recruits are trained to equip themselves
with the basic skill (e.g. first-aid, casualty handling, the AMS
Ordinance, use of radio-telephony and foot-drill etc.) and to
learn the AMS's operational procedures.
Normally, they
would be trained on Sunday mornings and weekday evenings.

In additional to the training provided by AMS instructors,
guest speakers would also be invited to present lectures to
recruits on different topics. To name a few, guest lecturer
from ICAC would be invited to give talk on 'Prevention of
Bribery Ordinance' and Registered Nurses of the Hospital
Authority would be enlisted to provide training to them on the
concept and skill of Disaster Medicine. The course consists
of a total of eighty hours of training.
On completion of the
basic recruit training, volunteer members are posted to various

teams where they will receive further advanced training. The
number of AMS members recruited and attended this type of
training in the year 1998/99 - 2001/2002 are 550, 552, 569,
and 576 respectively13.
(b)
Regular team training: Team
training
is
provided
by
individual teams through regular meetings. It is modelled on

12
13
AMS File, 'Training' - AMS T3/02"

Estimates for the Year Ending March 2001 - 2003 (Volume 1 A)
38
a three-year training programme that is designed by AMS

HQ to reinforce its volunteer members' latest knowledge and
skills in first-aid, disaster medicine and AMS operations.
This program is on going and repetitive irrespective of
whether the senior members have gone through such training
before. Currently individual teams in the Operations Wing are
located in different districts of the Territory for operational
and training purposes.
Since they have no training
accommodation of their own, they make use of local

community town hall or schools as their training, venues. In
the past four years, there were 4,665, 4,650, 4,593, and 4,420
AMS volunteers attended such training respectively14.
(c)
Centralized training: AMS HQ also conducts centralized

training courses for members including team instructors who
in turn will pass the knowledge onto other frontline team
members. Centralized training courses provide the volunteer
members with an opportunity to learn and practise the
specified and advanced skills and techniques (e.g. those
members who have received training in clinical nursing will
be sent attachments to the Hospital Authority). Other than
the courses organized by the AMS HQ, there are opportunities
for the volunteers to attend paramedical training organized by
outside bodies such as the Hong Kong Society of Emergency
Services, Justice Institute of British Columbia, Canada, and
Asian Institute of Technology, Thailand etc. Staff members
may also have chances to study in Disaster Management
14
39
School of Cranfield, UK, National Health Services, UK and

Australian Emergency Management Institute, Australia in
additional to the courses offered by the local institutes.
1998 -
In
2001, AMS members accumulated an annual
centralized training (in term of man-hour) of 57,200, 58,100,

57,110 and 58,10015.
To ensure that volunteer members are maintaining their operational

proficiency, an efficiency requirement is stated in Section 10 of the AMS
Regulation . Volunteer members, who perform the bulk of the regular services,
have to attend a minimum of 60 hours of training each year in order to comply
with the efficiency requirement, unless otherwise exempted by the Commissioner.
This is known as the Minimum Training Requirement.
Training differs between staffers and volunteers
Volunteers generally have varying levels of knowledge about an organization

and of skills applicable to its program.
They are also seen as occupying a
fundamentally uncertain societal position.
In contrast to volunteers, employees
have very visible incentives, they work for a living and society tends to believe
that it knows what they are17.
Volunteering in organization is a 'work' in
nature - working within a formal structure to provide a service to others.

However, it is also a 'leisure activity' - something done whenever convenient
because it is personally rewarding.
15
16
17

Section 10, AMS Regulation, Cap 517, Law of Hong Kong
Pearce, Jone L, (1983), Attitude and Motivation Differences Between Volunteers and Employees from
Comparable Organizations, Journal of Applied Psychology
40
The problems of volunteers' limited time, uncertain motives, and a high

degree of individual independence can result in designing training for volunteers
very difficult.
Volunteers need to adopt a shared 'definition of the situation'
before they can provide service to their clients.
Within a single organization
different volunteer members may hold conflicting definitions of volunteer work some that it is something to do when in the mood others that it is work that must
be conducted in a 'businesslike' manner - and the ease of exit means that
differences of opinion about these assumptions can lead to organizational
dissolution18.
Since volunteers are virtuous, self-sacrificial contributors rather than

'workers for a living', they are in fact 'givers', not 'takers'.
They have no
visible 'payoff and, so, are not predictable; they'must have hidden, 'self reasons
for working and, so, are needed to align their value of serving the public to go in
line with the departmental vision and mission.
Their hidden 'self reasons for
working must be explored and identified by organizational trainers before they

can tailored-made a comprehensive training and development program for them
in order to make them feel comfortable to stay in such an organization to serve
the community.
Another difference between staffers and volunteer is volunteer work tends

to be structured differently than the work of employees.
Jobs and relations
between jobs are different than the jobs of employees working on the same
organizational tasks.
Volunteer work is usually done part-time, often just a few
hours a week or even a month.

18
It is a spare-time 'leisure activity'.
Therefore,
Pearce, Jone L, (1983), Attitude and Motivation Differences Between Volunteers and Employees from
Comparable Organizations, Journal of Applied Psychology
41
job assignment must be split into small parts on functional basis.
This lead to
training of volunteers to work on a 'core membership and periphery' basis, where

core member will divide an assignment into small pieces of tasks and various
members of the periphery will be communicated and given the assigned task.
This division between core and periphery is not based directly on formal
organizational authority, as are the divisions in bureaucratic organizations, but on
personal characteristics, such as level of commitment to the organization.
Finally, it has to mention that training is especially important to volunteers

than employees is the factor of workplace independence.
Volunteers are not as
dependent on the agency in which they are working in as many employees.
As
such, they are free to work in a much more independent and even idiosyncratic
manner.
Since there are very few 'carrots' and virtually no meaningful 'sticks',
the control of volunteers' actions is quite uncertain.
Taking into account the
nature of duty of AMS, if they do not perform their job the first time right, the
consequence may be serious. Towards this end, volunteers must be given full
detail of what are expected from them before every operational duty and they
must be adequately trained to ensure they are familiarized with departmental
standing and operational orders concerned.
Present Situation - AMS T & D Program for Volunteers

Change in Operational Requirement of the AMS - The establishment and
training strategy of the AMS volunteer force is based on its operational
requirement.
In September 1993, in response to the recommendations of a
consultant19, the AMS was reorganized and the establishment of its volunteer
19
LLA Pacific (1993), Report on the Development ofAMS
42
members was reduced by 10 % from 5,835 to 5,25820.
Since then, its
establishment and respective training strategy had not changed.
However, it is
noted that the AMS's operational requirement had experienced some major
changes in its services ever since:
i.
Cessation of manning Vietnamese migrants camp clinics - In 1975, the

AMS started to deploy volunteer members to man camp clinics for
Vietnamese migrants.
With the continuous influx of Vietnamese migrants,
an increasing number of volunteer members were deployed to this service.

In 1993, the AMS provided 230,518 man-hour of such service.
However,
since 1994, with the progressive closure of Vietnamese migrants camps,

the manpower required to man the camp clinics had decreased.
only 106,677 man-hour were provided for this service.
In 1997,
In May, 1998, this
service ended with the closure of the High Island Detention Center which
was the last Vietnamese migrants camp21;
ii.
Taking up of Non-emergency Ambulance Transfer Service (NEATS) Since 1996, the AMS has taken over the NEATS from the Fire Services
Department.
AMS.
iii.
It is now one of the major regular services provided by the
In 1999, 43,930 man-hour were provided for this service22;
Introduction of Youth Ambassador Scheme - Since 1997, the AMS has

been organizing a spectrum of life skills training programs, community
services and recreational activities to instill a sense of citizenship in the
young people of Hong Kong23, and
20
2
'
22
23
AMS File, 'General Organization and Establishment' - AMS Vl/02

AMS File,' Vietnamese Refugee Camp' - AMS 03/07
AMS File, 'Non-emergency Transfer Ambulance Service' - AMS Dl/17
AMS File, 'AMS Youth Ambassador Scheme' - AMS T3/34v
43
iv.
Participating in Youth Pre-employment Program - Since 1999, the AMS

has been providing a wide range of employment-related training to school
leavers to enhance their employability24.
Minimum Training Attendance Requirement - To ensure that AMS volunteer

members keep up their proficiency in operations, a requirement for efficiency is
stated in the AMS Regulation made under Section 30 of the AMS Ordinance25.
Volunteer members in the Operations Wing, the Transport Division and Band
Division of the Logistics Wing who perform the bulk of the regular services, have
to attend a minimum of sixty hours of training each year in order to comply with
the efficiency requirement. If a volunteer member fails to comply with the
AMS Regulation's requirement, the Commissioner may impose upon him/her one
or more of the following disciplinary action:
a. A reduction in rank;
b. A caution, warning, reprimand or severe reprimand; and
c. Afinenot exceeding $500.
Along this line, an AMS Standing Order was compiled for AMS members'
adherence to ensure their training and operational efficiency.
AMS Standing
Order No. 41 - Training Policy stipulates that individual teams are required to
report quarterly in writing to the AMS HQ the training attendance of its volunteer
members26. Unless otherwise exempted by the Commissioner, the following
course of disciplinary action will be taken on a volunteer member who fails,
without reasonable excuse, to comply with the Standing Order's requirement:
24
25
26
AMS File, 'Youth Pre-employment Training Program' - AMS MCA15/8

Section 38, AMS Regulation, AMS Ordinance, Cap 517, Law of Hong Kong
AMS Standing Order (2000) No. 41 - Training Policy, AMS
44
a. A first warning will be issued to the volunteer member if he/she fails to

attain the required minimum training attendance rate in the first quarter;
b. A final warning will be issued to the volunteer member if he/she still

fails to attain the required minimum training attendance rate in the
following two consecutive quarters; and
c. The volunteer member will be discharged without going through any

disciplinary proceedings if he fails to reply within fourteen days in
writing that he/she still has interest to serve in the AMS and he/she will
attend the regular training sessions on weekdays and Sunday.
To ascertain the extent to which the volunteer members complied with the
Standing Order's training attendance requirement, an analysis of the training
records of 550 volunteer members on stratified random basis in the Operations
Wing and the Logistics Wing for the period 1997 to 2000 was carried out27. The
Analysis revealed that 41.5%, 34.4% and 38.4% of the volunteer members who
were selected for analysis failed to comply with the Standing Order's requirement
in 1997/98, 98/99 and 1999/2000 respectively.
27
Audit Commission, Hong Kong, (2000), Report on 'Value for Money Audit: Operation and Training of the
AMS'
45
Figure 5 - AMS Volunteer Members who did not comply with

the Standing Order's Requirement. 1997-98 to 1999-2000
(Source: AMS Record Office)
Among those who failed to comply with the Standing Order's requirement,
they attended only 51 %, 46 % and 44.9% of the required training hours in
1997/98, 98/99 and 99/2000 respectively.
46
Figure 6 - Analysis of the Actual Attendance of AMS Volunteer Members

who did not comply with the Standing Order's requirement
for 1997-98 to 1999-2000 (Source: AMS Member Record Office)
As aforesaid mentioned, disciplinary action should be taken on a volunteer

member should he/she fail, without reasonable excuse, to comply with the
Standing Order's minimum attendance requirement. However, data revealed
that no disciplinary action had been taken by the AMS management on 81%,
69% and 70% of the volunteer members who failed to comply with the Standing
Order's requirement in 1997/98, 98/99 and 99/2000 respectively28.
28
Audit Commission, Hong Kong, (2000), Report on 'Value for Money Audit: Operation and Training of the
AMS'
47
Figure 7 - Action taken on AMS Volunteer Members

Who did not comply with the Standing Order's Requirement
During 1997-98 to 1999-2000 (Source: AMS Member Record Office)
48
Length of service of volunteer members - the length of service of the

volunteer members who failed to comply with the Standing Order's
requirement is analyzed to ascertain whether there is a relationship between
their length of service and their low training attendance rates during the
period 1997 to 2000. In 1997/98, 195 low-attendance volunteers have served
in AMS for more than three years where only 33 low-attendance volunteers
have one to three years of AMS service. The same trend appeared in 1998/99
and 1999/2000. It was recorded 159 and 180 long-service members and 30
and 31 short-service members respectively, representing 85.5%, 84.1% and
85.3% of the volunteer members who failed to comply with the Standing
Order's requirement in 1997/98, 98/99 and 99/2000 respectively had served
in the AMS for more than three years .
29
Audit Commission, Hong Kong, (2000), Report on 'Value for Money Audit: Operation and
Training of the AMS'
49
Figure 8 - Length of Service of AMS Volunteer Members

who did not comply with the Standing Order's Requirement
during 1997-98 to 1999-2000 (Source: AMS Member Record Office)
50
Hypothesis
In the literature review, it is suggested that adequate/suitable training is

one of the strongest motivator to attract AMS volunteers. Fail to adopt a
systematic approach in training will result in demoralization of AMS
volunteers hence increase the wastage of AMS members and lead to
ineffectiveness of the AMS Force. Based on the above documentary review
about members' training attendance, it is hypothesized that:
I.
Adequate volunteer training plays a more important role

than other factors in the decision of the volunteer to
continue/terminate their volunteer service.
II.
Effective training program motivates volunteers and there

is a relationship between effective training and AMS
It is well recognized among professionals engaged in training and

development of human resources that validating and evaluating training
program is by no means an easy task.
There are so many variables
interacting among themselves in the process of transforming a trainee,

especially a volunteer, in any training program into an expected standard of
behaviour, hence performance.
The above hypotheses will serve as a simple
yardstick for measuring some data that would collectively help us interpret
the meaning of effective volunteer training.
From there, we may be getting
closer to understanding more about making better training strategy hence help
volunteer retention.
51
Chapter 4: Members' Survey - Findings and Analysis
Introduction
In conducting surveys, researchers sample many respondents who answer
the same questions.
They measure many variables, test multiple hypotheses,
and infer temporal order from questions about past behavior, experiences, or
characteristics.
Normally, researchers follow a deductive approach.
They
begin with a theoretical or applied research problem and end with empirical
measurement and data analysis1.
There is no exception for the writer to
conduct the survey along this line as adopted by many researchers.
Aims of the Survey
In the last Chapter, it was hypothesized that:
I.
Adequate volunteer training plays a more important role

than other factors in the decision of the volunteer to
continue/ terminate their volunteer service.
II
Effective training program motivates volunteers and there

is a relationship between effective training and AMS
Neuman W L, (2000), Social Research Methods-Qualitative and Quantitative Approaches (4,th ed),
Allyn & Bacon, Boston
52
In order to provide answers to the above questions and to test the

hypothesis, a survey was conducted in 2000/2001 in order to assess AMS
members' special areas of interest, reasons for their remaining active in the
Service or vice versa, and how to sustain their interest in serving AMS.
It is expected that at the end of the survey, a profile of AMS members

would be formulated to reflect the following key areas directly related to their
volunteerism and commitment with AMS:
a.
Their underlying motives when they first decided to join AMS,
b.
Whether these motives were achieved after being qualified as an

AMS member,
c.
To what extent were such motives met or not met in the first few
years of service in AMS,
d.
The perceived obstacles/barriers in enabling them to achieve their

intended agenda of serving in AMS,
e.
Ways to remove these obstacles/barriers, and
f.
The best means of sustaining their interest/keenness in committing

themselves to continue to serve in AMS.
In additional to the data gathered from the survey, data would also be
drawn from document search, record search and interviews.
The data
collected would be used to analyze the AMS present training system and to
provide possible solutions to the questions addressed above.
53
Measuring Instrument
Two questionnaires were initially developed to collect data of members

regarding the special areas of interest and reasons for remaining active in the
Service or vice versa.
The objectives of these questionnaires were to
identify the potential problems and its possible solutions respectively.
The original questionnaires were structured to focus on eight items. It

is noted that due care should be paid to the reliability and validity of the
survey as these are central issues in all measurement. Reliability refers to
dependability or consistency and validity suggests truthfulness and refers to
the match between a construct, or the way a researcher conceptualizes the
idea in a conceptual definition, and a measure2. In order to develop the
domain validity of the proposed factor structure of the questionnaire, a pilot
study was conducted in the following manner:
1) The survey was first administered to fifty volunteers and two

professional staff who were currently in close contact with AMS HQ.
Following the administration of the survey, individuals were interviewed
concerning appropriateness and clarity of the survey items. Each
respondent was asked if he or she believed any important items were
omitted from the survey and were asked to contribute information
Neuman W L, (2000), Social Research Methods-Qualitative and Quantitative Approaches (4 ed),

Allyn & Bacon, Boston
54
regarding the language and wording used in the instrument.
2) The survey was then administered to two experts in the field, viz: Dr. C.C.
LOK, the then Chief Staff Officer, AMS and Dr. Lobo LOUIE of Baptist
University who happened to be also an AMS officer.
They were asked to
respond critically to the survey items. The suggestions garnered from this
process were used in preparation of the final draft, appeared in the form of
check box and short answer questions. All items were in Chinese and each
subject was reminded to respond honestly rather than conveniently.
Procedures
10% of the subjects (444 out of 4,424) were selected on a stratified

random basis for an interview for completing a set of questionnaire as well as
to answer a few questions raised by the interviewer. The interview was
conducted in AMS HQ
between December 15, 2000 and January 12, 2001.
90% of the subject (3,980 out of 4,424) received another set of

questionnaire by mail between December 8, 2000 and December 12, 2000.
They were asked to complete all items and returned them to AMS HQ on or
before December 31, 2000. A return-envelop and a brief instruction for
answering the items were also given together with the set of questionnaire.
In addition to sending out questionnaires and face-to-face interview, the

method of document/record search was also applied. Records of dropout
members from April 1995 to October 2000 were searched and data were
55
collected from 2,284 records.
Twenty members from the dropout list were
drawn randomly and interviewed by telephone to probe the real motive

behind their leaving of service on top of the reason given during their exit
interview.
Findings and Analysis
3,980 nos. of questionnaires were sent out to all members ranking from
Grade I to Grade VII by mail.
They were asked to complete all items
honestly rather than conveniently and return them to AMS HQ on or before

December 31, 2000.
Brief instruction for answering the items was also
given together with the set of questionnaire.
1,077 subjects responded to
this survey, thus achieving a response rate of 24.4 %.
In additional to the questionnaire administered, personal interview was

also conducted at the same time.
interview in this survey.
There were multiple purposes to include
First, it can be an assurance to obtain adequate
responses to complete this survey, as there is no guarantee to how many

questionnaires will be responded.
Secondly, responses can be obtained from
all ranks as the interviewees were selected on a stratified random and pro-rata
basis.
Thirdly, face-to-face interview allows interviewees to express more
freely about their feeling towards the Service, to which it may not be obtained
by just filling in the questionnaire.
56
444 officers and members were invited for interview at AMS HQ

between December 15, 2000 and January 12, 2001. Only 82 out of 444
AMS officers and members actually attended the interview thus making up a
turn out rate of 18.5%.
As the questionnaires administered and interview conducted were only
restricted to the serving officers and members, no information about those
resigned from the Service can be obtained. It is the aim of this project to
find out the intended agenda of AMS members joining the Service, their
satisfaction or dissatisfaction level whilst their stay with a view to improving
the AMS performance.
Work towards this direction, a record search for
dropout members for the period of April 1995 to October 2000 was
conducted to find out the number of dropouts, reasons for leaving the service
and the distribution by age, sex, and rank.
There were 3,337 records of dropouts found during the said period, out of
which 687 subjects were retired at the normal retirement age, 366 subjects'
data were incomplete, leaving behind 2,284 records for analysis purpose
(Figure 9).
Fig. 9: Total no. of Samples

Total raw samples
obtained
LessRetirement
Incomplete data
Samples after adjustment
3337
687
366
2284
21%
11%
68%
57
Samples after
Retirement
Incomplete data
adjustment
Frequency
687
366
2284
Percentage
21.00%
11.00%
68.00%
To facilitate the author to find out what is needed to improve the training
and development program of the AMS, the survey has been divided into five
different
areas thematically -
the demographic characteristics, the
motivational factors that attract volunteers to join AMS, members'

satisfaction level during their stay in AMS, the dissatisfaction members
encountered and the degree of support from their employers to join AMS.
Demographic Characteristics
Questions were asked during the personal interview to obtain

demographic details about the respondents such as sex, academic
qualification, occupation and type of organization in which they are working
in. Data were also drawn from the AMS Record Office during the record
search regarding the ex-members' demographic characteristics such as sex,
age distribution and rank distribution.
The demographic characteristics of the 82 officers and members attended

the interview are given as follows:
58
Sex
Gender
Number
Percentage
Male
44
53.65%
Female
38
46.35%
Total:
82
100%
Academic qualification
Level Attained
Number of interviewee
Percentage
University
9.76%
Post - secondary
10
12.19%
Secondary School
61
74.4%
Primary School
3.65%
Total:
82
100%
Type of Organization in which they are working
Types of Organization
Number of Interviewees
Percentage
Government Department
42
51.2%
59
Subverted Organization
6%
Private Sector
14
17%
Self-employed
15
18.3%
Unspecified
7.5%
Total:
82
100%
Number of Interviewees
Percentage
Occupation
Types of Job
Medical Personnel
9.76%
Administrator
19
23.17%
Professional
4.88%
Clerk
19
23.17%
Service Provider
19
23.17%
Technician
10
12.19%
Household
1.22%
Student
1.22%
Unspecified
1.22%
Total-
82
100%
In AMS, Cantonese is the most commonly used' language. However,

English is not uncommon, especially for the officer grade, as they have to be
tested in English during their officer promotion interview. In the past, the
minimum qualifications for entry as an AMS member was only primary six,
60
however, the entry qualification has recently been raised to secondary three
levels. This accounts for 96.35% of the interviewees possess academic
qualification of secondary school and above.
The shift of academic
qualification of AMS members to a higher level has a certain impact on

members' expectation towards the AMS training and development policy as
they would become more demanding in acquiring more advanced knowledge
in related fields so as to prepare themselves to accept more challenges. In
fact, educational level, in-service training and its effect on job satisfaction are
closely related.
Educational attainment and adequate training would
definitely have close relationship with advancement to higher grades. This

implies more interesting work, increasing prestige within the local
community, and even gaining of recognition within their own workplace
would follow.
This may create a tendency of increasing expectation of
AMS members to look for higher quality of training and development

program within the Service.
In addition, data was also drawn from 2,284 records of ex-AMS
members in connection with their demographic statistics:
Sex Distribution
Gender
Frequency
Percentage
Male
1,105
48%
Female
1,179
52%
Total:
2,284
100%
61
In the years 1995 - 2000, there were 2,284 AMS members left the
Service. There is more or less equal number of male and female leaving AMS
as indicated by the 48% male and 52% female dropout rate found.
These
figures revealed that both sex were receiving similar treatment during their
stay in AMS and there was no significant relationship in this regard.
Age Distribution
Figure 10: Sample's Age Distribution (Source: AMS Member Record Office)
Age
Frequency
Percentage
18-25
207
9%
26-30
793
35%
31-35
426
19%
36-40
401
17%
41-45
233
10%
46-50
111
5%
51-55
74
3%
56-60
22
1%
61 & above
17
1%
Total:
2,284
100%
62
The age distribution shown in Figure 10 revealed that most of the

members leaving the service were those who have successfully joined AMS
as a qualified member and served in the Service for a couple of years. Few
left the Service since their first few years of service in AMS (9%) and the
figure shoot up to 793 (35%) at the age group of 26-30. Afterwards, members
might be contented with the situation and be adapted to the AMS
environment and they would choose to stay - these were supported by the
gradual decreasing percentage of dropout from 19% to only 1 % for the age
group of 31 - 35 and 5 6 - 6 0 respectively. This phenomenon is consistent
with the survey result found as most members indicated their contentment
with AMS (93 %) in the first few years but some 40 % of subjects felt
dissatisfied after several years of service in AMS.
Motivational Factors
It was stated in the chapter of Literature Review that 'in order to attract
volunteers to join or to stay, agencies must be aware of what volunteers
want...., if they don't get what they want, they can leave and go somewhere
else. Instrumentality theory assumes that people will be motivated to act if
they believe that by doing so, they will finally get something they are looking
for or valued'.
So it is vital to find out what AMS volunteers want in order
to attract them to continue contributing to the Service. Question one of the

questionnaire sent indicated that there were 2,315 frequencies of response
received, details of which is listed below:
63
Question 1: What is your intended agenda of

joining AMS? (You can choose at most 3 Frequency
Percentage
answers)
To serve the community
771
33.3%
To learn first aid and related knowledge
926
40%
To gain acquaintance and enrich the social life
560
24.2%
To kill time
58
2.5%
2,315
100%
Total:
In question one, there were 926 frequencies chose 'to learn first aid and
related knowledge' as their motive of joining AMS. This constituted 40 %
of the total responses. In addition, there were also 33.3 % of responses
chose 'To serve the community' as their answer. As most of the AMS
volunteers are not working in the medical or medical-related fields, they must
be fully equipped with adequate pre-hospital care knowledge and technique
before they can be dispatched to provide service. This implied that providing
adequate training to AMS volunteers is very important to stimulate their
interest as well as developing themselves in AMS hence reinforcing their
intention to stay and serve the Service.
This response coincide my
hypothesis 1 that 'Adequate volunteer training plays a more important role

than other factors in the decision of the volunteer to stay or to terminate their
volunteer service'.
64
As respondents are allowed to choose at most three answers from

Question One, it can be seen from the responses that there are more members
inclined to 'learn first aid knowledge' than to 'serve the community'. This
indicated that some AMS members, when they first joined AMS, they have
the motive in mind to learn first aid and related knowledge, but not solely for
serving the community by what they have learned during their stay in AMS,
rather they have their 'self-interest' in acquiring such knowledge, say for
example, for transferring them to their own working environment. This
response is confirmed by the result of the interview in which interviewees
indicated that:
Interview Question: Your intended agenda of joining

AMS (Please fill in 1,2,3 or 4; 1 being least important Average rated score
and 4 is the most important)
1. Get more acquaintance
2.64
2. To learn first aid
3.69
3. To earn allowance
2.27
4. To serve the community
3.39
5. For social gathering
2.75
The highest average rated scores were 3.69 for to learn first aid ,' and
3.39 for
fo serve the community .'
These coincide with the result of
question 1 of the mailed questionnaire in which 40 % and 33.3 % of

responses regarded
fo learn first aid and related knowledge ' and
fo
serve the community 'respectively were their intended agenda in joining

AMS. So this is a strong evidence of substantiating my hypothesis I.
Satisfaction Level
Data from record search indicates that most members leave the Service at
the age of 26 - 30 (35 %), i.e. a couple of years after joining AMS, but very
few of them leave the Service in the first few years (9 %) (see Figure 9: Age
Distribution of ex-members).
To confirm this phenomenon, questions
were asked to check members' satisfaction level both in the first few years
after their joining of AMS as well as their whole period of stay in the Service.
The following are the responses provided by the respondents:
Question 2: Can you achieve your intended agenda in Frequency Percentage

the first three years of joining AMS?
1. Fully achieved
93
9.6 %
2. Mostly achieved
411
42.4%
3. Partly achieved
396
41%
4. Cannot achieve
71
7%
Total:
971
100%
Question 3: Can you achieve your intended agenda Frequency Percentage

since you first join AMS? (Skip this question if your
year of service is less than 3)
1. Fully achieved
102
9.9%
2. Mostly achieved
363
35.3%
3. Partly achieved
192
18.6%
66
4. Cannot achieve
Total:
372
36.2%
1,029
100%
There are 93 frequencies (9.6 %) showing that they are fully satisfied
with the situation as their intended agenda of joining AMS is fully achieved.
Together with those choosing alternative 2 and 3, an accumulated total of 900
frequencies are found, representing 93 % of respondents are either partially or
fully satisfied with the situation in the first three years since they joined AMS.
However, there is more or less the same percentage of respondents choosing
'their intended agenda in joining AMS were mostly achieved' and 'their
intended agenda in joining AMS were partially achieved' in the first three
years as an AMS member, i.e., 411frequencies(42.4 %) chose Alternative 2
and 396 frequencies (41 %) chose Alternative 3.
In reality, all AMS
members go through the same type of basic training such as foot drill, basic
knowledge in pre-hospital care and the 3-year Training Enhancement
Program etc3.
The contradiction of the responses may be due to the
following:
i.
Members who are not medical by profession, contented in acquiring

basic knowledge in pre-hospital care and able to serve the community,
hence they chose 'mostly achieved their motive'.
ii.
Those volunteers who are medical by profession, are exempted from

basic training and were placed under the Hospital Wing which were
normally inactive in operational sense, hence they might be
AMS Standing Order No. 41: Training Policy
67
discontented with not having much opportunity in serving the

community - this account for a high percentage of volunteers choosing
'partially achieved their motives'.
iii.
Another possible factor leading to volunteers choosing 'partially

achieved their motives' may be the mismatch of AMS placement.
Some volunteers, when joining AMS, aimed at participating in some
functional groups of their special area of interest such as AMS Band,
Emergency Task Force etc. However, due to their incapacity or any
other reason, they were posted to other teams that were less attractive
to them.
In Question 3, 36.2 % of AMS volunteers with more than 3 years of

service indicated that they could not achieve their intended agenda of joining
AMS. This obviously differed from the response obtained in Question 2,
which indicated that only 7 % of respondents could not achieve their intended
agenda in the first 3 years of service.
However, there are still 35.3 % of
them provided an affirmative response.
It is evident that most AMS
members were satisfied with what AMS provided to them in the first three
years, however, their interest in AMS deteriorates as time goes by with
reasons yet to be explored.
Dissatisfaction
To sustain AMS members' interest and motivate them to strive for the
betterment of the Service, it is vital to explore what the carrots are, but not
the whips.
Towards this end, members' discontent must be identified
before a suitable departmental training strategy can be set in place.
Part Four of the survey aims at differentiating AMS members' attitude

towards the existing AMS practice which they consider as inappropriate and
is there any room for improvement. Respondents are also asked to express
what they consider as constructive in enhancing the work performance of
AMS.
Question 4: What -reasons/obstacles that makes your Frequency Percentage

intended agenda of joining AMS NOT achievable? (You
can choose at most 3 answers)
1. Bureaucratic departmental policy
372
15.8%
2. No sense of belonging due to a lack of communication
311
13.2%
3. Most members cannot get hold of a chance to join
510
21.7%
4. Due to work
281
11.9%
5. Time constraint
336
14.3%
6. Insufficient Pay and Allowance
57
2.4%
7. Interpersonal relationship
142
6%
8. Inadequate resources
346
14.7%
2,355
100 %
various kinds of training
Total:
69
The three alternatives most respondents chose were:

Alternative 3: Most members cannot get hold of a chance to join
various kinds of training (21.7%)
Alternative 1: Bureaucratic departmental policy (15.8%)
Alternative 8: Inadequate resources (14.7%)
Basically, each and every member would be provided with the equal
number of training hours with the same training pattern within the
unit/district to which they have been allocated4. In additional to this basic
training, courses would be organized by AMS HQ under the category of
'centralized training'. These courses are to be held throughout the year and
open for application by all members who suit the basic requirement of
individual course5. It is the normal practice of the Course Coordinators to
select trainees based on the following criteria:
i.
The seniority of the applicant,
ii.
The hour of service the applicant provided to AMS during the past
year, and
iii.
The recommendation of the applicant's superior officer .
According to this selection criteria, most courses were allocated to the

'continuous volunteers' rather than the 'Episodic volunteers' who served in
various units such as Methadone Clinics, Non-emergency Ambulance
4
5
6
AMS File, 'AMS Training' - AMS T3/02 n

AMS Standing Order No.41: Training Policy
AMS File, 'AMS Training' - AMS T3/02 n
70
Transfer Service etc. in view of their prolonged duty hours and seniority in
service. Since there is no mechanism currently to exclude/ restrict these
members from joining these courses, they occupied most of the places
regularly such that few vacancies were left to other members who are inferior
to them in terms of ranking and service hours provided. These account for
the responses given by most members that they could not get hold of the
vacancies offered in the Centralized Training and they regarded that AMS is
rule-bound, not being flexible and there were insufficient training resources.
Members attended the personal interview were also asked with the
contributing factors that defeat their motive of joining AMS.
Their
responses were as follows:
Interview question: What are the contributing factors that defeat

your motive of joining AMS? (Please fill in 1,2,3 or 4; 1 being least
important and 4 being the most important factor)
Category
Reasons
Average Rated
Score
Personal
Lack of Interest
1.19
Personal Reason
1.81
Influence by Work
2.04
Relocation of Work to
Mainland
Personal Development
1.17
1.69
Work Irregular Hour
1.81
Health Problem
1.12
Family
Environmental
Family Affair
1.50
Emigration
1.10
Inadequate Training
2.64
Level of Instructorship
vary
Poor Learning
Environment
Remote Training Location
2.53
Low Morale
2.35
Insufficient
Communication
Bureaucratic
2.37
Inadequate Training
Allowance
Uniform not sharp enough
Others (pis. Specify)
As specified in Appendix
III
2.29
1.84
2.29
1.57
1.79
3.00
The six highest average rated scores chosen by respondents were
1. Others (3.00) - Within the category 'Others', the top 6

opinions responded by subjects were listed below:
72
Respondents' Opinion
Frequency
Inadequate training facilities for practice
27
Outdated training equipment
17
Insufficient training program
10
Insufficient training places
Insufficient training equipment for AMS members

to acquire the skill to master them
No spare time to attend AMS sessions
2.
Inadequate training (2.64)
3.
Level of Instructorship vary (2.53)
4.
Insufficient communication (2.37)
5.
Low morale (2.35)
6.
Poor Learning Environment (2.29)
Bureaucratic (2.29)
The responses given by the interviewees are in line with the data
obtained in question 4 of the mailed questionnaire in which the alternatives
most respondents chose were 'inadequate training places', 'bureaucratic' and
'inadequate training resources'. This interview result again confirmed that
members' main areas of concern are closely connected with their training and
development programs.
73
Documentary review from ex-members record showed that most

members left the Service at the lowest ranks - i.e. ADII (male member)/ANII
(Female member) and Assistant Supervisor for the Officer Grade. Figure 11
showed that during the period under research, a total of 1,831 members of
ADII/ANII rank quit the service, constituting 88.3% of the total leaving the
Service.
Rank
Frequency
Percentage
ADII
880
42.4%
ANH
951
45.9%
ADI
75
3.6%
ANI
108
5.2%
SAD
35
1.7%
SAN
25
1.2%
Total:
2,074
100%
Figure 11: Rank Distribution of AMS Rank & File members for
1995 -2000 (Source: AMS Member Record Office)
74
For the officer grade, there were 210 officers quit from the Service
during the said period. Among them, 145 officers were front-most officer
rank (Assistant Supervisor grade), representing 69% of the total figure.
Rank
Frequency
Percentage
Assistant Supervisor
145
69%
Supervisor
39
18.6%
Senior Supervisor
2.4%
Group Supervisor
21
10%
Total:
210
100%
Figure 12: Rank Distribution of ex-AMS Officers for 1995-2000

(Source: AMS Member Record Office)
It can be seen from the statistical count of the ex-AMS members that
most members left the Service at the lowest rank of their respective grade.
Among various comments given by the respondents of the questionnaire as
well as the interviewees, one critique given by them was inadequacy of
training.
This possibly explained the reason why was there so many
members left the service at their front-most rank. Members/junior officers

at theirfront-mostrank in their respective stream might feel difficult to adapt
to the environment within the Service due to insufficient self-confidence of
performing their duty - e.g. a lack of proficient skill to perform first aid duty
or management skill to supervise subordinates etc.; and these might be a
contributing factor towards their decision to quit.
75
Possible Solutions
While the survey tried to explore AMS members' discontent about the
Service's existing practice, respondents were also asked to indicate what
would be the possible solutions to remove the obstacles that they encountered.
Data collected from Question 5 of the Questionnaire are as follows:
Question 5: How would you suggest removing the Frequency

obstacles above-mentioned? (You can choose at
most 3 answers)
Percentage
1. To reinforce communication channel
354
14.3%
2. To organize more training of various types
507
20.5%
3. To increase Pay and Allowance
77
3.1%
4. Policies to be more transparent
249
10.1%
5. To increase training resources
448
18.1%
6. Officers to be more caring about subordinates
228
9.2%
including field exercise (day and

night)
7. To improve and uniform the contents of various 466
18.9%
training courses
8. To amend the outdated guidelines and policies
143
5.8%
Total:
2,472
100%
76
The three alternatives that most respondents chose are:

Alternative 2: To organize more training of various types including
field exercise (day and night)
Alternative 7: to improve and uniform the content of various training
courses
Alternative 5: to increase training resources
It is natural that when AMS members could not manage to seize a chance
in enrolling to courses that they earnestly want to then they would demand
for outlet and solution.
That is why there are 20.5 % of respondents
consider organizing more courses and 18.1 % of them thought increasing

more training resources are solutions to the problem. However, there are
18.9 % of respondents considered the improvement of training courses
content would also be a factor contributing to the solution of the problem.
This indicates that even those who have had a chance to attend the centralized
training organized by the AMS HQ, they are still not satisfied with the quality
of individual trainer, the course material they presented, and the way they
organize the training. Obviously the volunteer trainers do not fully grasped
Knowles's concept of 'andragogy'7 - 'While all adults are responsive to some
external motivators, the most potent motivators are internal pressures (the
desire for increase job satisfaction, self-esteem, the quality of life and the
like)', and 'the learners perceive the goals of the learning experience to be
their own goals'8.
AMS volunteers, whether they are 'continuous' or
'episodic', irrespective their real intention of joining the Service, it is clear

7
8
Knowles, M S, (1990), The Adult Learner: A Neglected Species, (4lh ed), Houston, Gulf Publishing
Ibid
77
that over 90 % of them want to learn first-aid related knowledge. If they

do not feel satisfy in this area, it would definitely affect their retention rate.
It is confirmed by the interview conducted in which the interviewees gave

similar responses as the mailed questionnaire. The top three areas most
members care about were 'to increase training program', 'to conduct training
systematically' and 'to be more disciplined and harmonious'.
Interview Question: Please list three alternatives to solve the problems

above-mentioned.
Frequency
To increase training programs and vacancies
5
Get fully prepared before training sessions
5
To allow newly recruited members to join more courses
3
3
To conduct training systematically, and give more
chance to members to practise with resuscitation
equipment
3
Be more disciplined and harmonious
In additional to the research methods aforesaid mentioned, the writer also

made an effort to make telephone enquiry to the ex-AMS members. During
the period 1995 - 2000, there were 880 AMS members discharged from the
service and 1,404 members left on their own accord9. All those being
discharged by the Service were found to have a bad attendance record mainly in attending training though a few of them were absent from medical
examination check. For those who left the service on their own accord, 29.5
% of them were due to job engagement, 17.7 % of them claimed to have
Source: AMS Member Record Office
78
personal reasons which had not been disclosed, 17.3 % of them indicated no
further interest in serving AMS.
Twenty ex-members, basically ten each from the discharged and resigned
respectively, were selected on a random basis for telephone interview to
probe the rationale behind their reason of leaving the Service on top of those
given by them during the exit interview.
They were told before the
telephone interview that the data obtained would only be used for research
purposes and their identity would be kept in strict confidence.
Among the
twenty interviewees, twelve of them were male members and eight were
female members.
They were asked three questions during the telephone
interview:
i.
What was your real motive of quitting your service from AMS?
ii.
In your opinion, what can AMS do to remedy the situation?
iii.
If AMS have taken the remedial measures as you mentioned before

you quit, would you choose to stay?
The telephone interview concluded with a result of a majority of them

gave the same reason for leaving the service - seventeen of them remarked
that they felt bored about the repetitious first aid training provided by AMS
during their regular team training and the quality of the team officers whom
they conceived as not professional.
Two interviewees indicated that they
were not in harmony with their team officers hence they decided to quit their
service.
The remaining one expressed his wish of broadening his mind and
decided to join some other volunteer services when he was still young.
79
When they were asked what could AMS do to remedy the situation, all
of them indicated that the Service should review the training system for AMS
members especially the 3-year trainmg cycle and the quality of the team
officers/volunteer instructors.
Five of them stressed that some sort of
management training should be provided to the officer grade such that they
could master the technique of supervising their subordinate better. Nineteen
interviewees gave an affirmative reply of choosing to stay rather than to leave
if the aforesaid remedial measures have been taken before their departure.
Reasons for Continuing of Service and Employers' Support
The survey also looked into the area of interest of the AMS members - the
reason why they continue to serve in AMS, what is their expectation towards
the Department, and whether they have the support of their employers.
Question 6: What makes you to continue to serve in

Frequency Percentage
AMS?
(You can choose at most 3 answers)
1. Esprit de Corps
337
12.5%
2. To pursue professional knowledge
475
17.6%
3. To pursue their personal interest
533
19.7%
4. To apply what they have learned to serve the
575
21.3%
165
6.1%
community
5. To gain acquaintance
80
6. To have continuous improvement of the Service
277
10.3%
7. To increase various types of training (day and

evening classes)
254
9.4%
8. Family support
86
3.1%
2,702
100%
Total:
This question asked respondents 'what factors affect them to continue

their service in AMS?'
Among the eight alternatives, 21.3 % of subjects
chose 'to apply what they have learned to serve the community'. 19.7% of
them chose 'to pursue their personal interest'.
17.6 % of them chose 'to
pursue professional knowledge'. To help volunteers to accomplish their goals

as well as to sustain their interest in serving AMS, it is an undeniable fact that
proper training and development system must be in place and tailored-made
training packages that suit the Service's need as well as volunteers' taste must
be prepared.
The interviewees of the Personal Interview also gave similar answers to

the questions asked:
Interview question: Please list 3 factors that support your

continuing of serving in AMS
Frequency
Expect AMS to be more promising
Be full of sentiment towards AMS
Be able to help the needy
To broaden the mind and serve the community
81
The top four responses obtained were also in line with the mailed
questionnaire in which most respondents indicated their willingness to serve
the needy. All these responses implied that proper training system must be in
place such that members may be able to acquire proficient skill and
knowledge to serve the community and help the needy, in turn, expedite
continuous improvement in AMS and promote the corporate image.
When respondents were asked about their expectation towards the

Service, they have the following responses:
Question 7: What is your expectation towards AMS (You can choose at most
3 answers)
1. More open
141
4.9%
2. Frequent evaluation and keep in pace with the

community
365
12.5%
3. Increase practical first aid training
645
22.2%
4. Reinforce communication
213
7.3%
5. Continuous
361
12.4%
6. To acquire more advanced equipment
461
15.8%
7. To raise the service quality and gain the recognition
562
19.3%
162
5.6%
2,910
100%
improvement by acquiring new
knowledge
of the community
8. To expand the service area
Total:
82
22.2 % of respondents considered AMS should increase training for

practical sessions in first aid. 19.3 % of respondents expressed their concern
in raising the service quality of the Department and gain the recognition of
the community.
There were also 15.8 % of them indicated the need to
acquire more advanced equipment.
It is conspicuous that AMS is a service
provider hence over 90 % of its duty requires hands-on techniques rather than
theoretical input.
We all recognize that hands-on technique comes from
practice and experience.
Dewey, Rogers and Knowles all acknowledge the
importance of experience to adult learner10 Kolb also defined practical

learning as '...the process whereby knowledge is created through the
transformation of experience...'.
Reponses obtained from this question protruded the importance of

hands-on practice for AMS members.
Should they be adequately trained,
their self-confidence to provide service to the public would be enhanced and

consequently, their service quality will be raised and gain recognition of the
community.
The result of the interview happened to share the same view as the
questionnaire responses:
10
11
Kolb D A, (1984), Experiential Learning: Experience as the Source of Learning and

Deve/opme/tf, Prentice-Hall, Englewood Cliffs, New Jersey
Ibid
83
Interview Question: Please list three of your expectation

towards AMS
Frequencv
Gain the recognition of the public
To promote the corporate image and
become more popular

To
have
more
practical
training
opportunity (to be attached to Fire

Services Department)
The top three responses provided by the interviewees are 'Gain the
recognition of the public', 'To promote the corporate image and become more
popular', and 'To have more practical training opportunity (to be attached to
Fire Services Department)'. This coincide with the mailed questionnaire in
which 22.2 % of respondents expect to have more practical training
opportunity and 19.3 % of respondents expect to enhance the Department's
service quality and gain the recognition of the public.
No matter how perfect is the AMS training system or how anxious the
members wish to attend AMS training, they have to suitably arrange their
own time that is mutually convenient to both the AMS volunteers and their
employer. Most AMS members may have their full time job after all. In this
respect, data must be obtained for analysis as to whether the members'
employers support this kind of 'leisure activity'. Question 8 of the survey
was designed to collect data in this area:
84
Question 8: Do you have the support of your

employer to serve in AMS? (Skip this question if
you are self-employed or you are not at work)
Frequency Percentage
Yes
561
57%
No
108
11%
Self-employed
316
32%
Total:
985
100%
From the data collected, 57 % of respondents indicated that they were

supported by their employers in joining AMS to provide service to the
community, but actually the 32 % self-employed AMS members should also
be included in this category as they themselves are employers, and it is out of
their own will to join the Service thus adding up a total of 89 %. This
implies, with the support of the employers, nearly 90 % of AMS members are
able to attend AMS training and duties when they are called upon. However,
this does not mean that the remaining 11 % of respondents cannot cope with
the situation. Although their employers do not support their joining of AMS,
they can still use their own leisure time after office or juggle with their
employers to arrange a mutually convenient time to attend AMS duty/training
activities.
85
As for the interviewees, 80 out of 82 of them were either self-employed

or being employed, only 2 members were either retired or unspecified.
Interview Question: Please indicate your mode of work

Being employed
75
91.5%
Self-employed
6.1 %
Retired
1.2%
Unspecified
1.2%
Total:
82
100%
If you are being employed, please answer the following question.

Interview Question: Does your employer support your joining
of AMS?
Fully support
18
22%
Generally support
60
73%
Do not know about this
5%
82
100 %
Total:
95 % of respondents indicated that they are either fully or generally

supported by their employers to join AMS. This is consistent to the mailed
questionnaire that revealed an 89 % support.
86
Summarizing Remarks
A majority of the subjects responded that their intended agenda of

joining AMS were to acquire first aid and related knowledge and to serve the
community. Most of them indicated that their intended agenda of joining
AMS were achieved fully or to a certain extent, especially in the first few
years of service. However, it is apparent that the longer period the members
served in AMS, the more subjects reacted ' not achieving their expectations'
(36.2 %), though there were still 35.3 % of respondents indicated that most of
their expectations were achieved.
The above influencing factors are
summarized as follows (in terms of response rate):
a.
(21.7 %)
Most subjects could not attend training courses

due to limited vacancies available,
b.
(15.8 %)
Departmental/Bureaucratic structure limited the

opportunities,
c.
(14.7%)
Insufficient resources,
d.
(14.3 %)
Time arrangement, and
e.
(13.2%)
Communication problems
Descriptive data indicated that apparatus/equipment related problem was

one of the major obstacles other than inappropriate training system. A mode
of 27 subjects stated insufficient training equipment for practices by members
whereas 17 subjects pointed out that the training equipment were outdated.
87
Major suggested solutions for the above-mentioned problems were:
a.
(20.5 %)
Increase the number of training courses,
b.
(18.9%)
Improve the training content and standardize

all training courses, and
c.
(18.1%)
Increase training resources
Subjects had also indicated their reasons for continuing their contribution
of service in AMS as well as their expectation towards the Department:
a.
(22.2 %)
To increase practical first aid training
b.
(21.3 %)
To apply what they have learned to serve the

community
c.
(19.7%)
To pursue their personal interest
d.
(15.8%)
To acquire more advanced equipment
88
Chapter 5 - Conclusion and Recommendation
Conclusion
Volunteers are an important part of the AMS. Studying them, however,

is not a simple task, because the volunteers corresponds to the multifarious
needs of the Department: AMS volunteers come from all walks of life and
involved in a blend of activities that defy clear definition.
It invokes images
of community and civic dependability - images that have exerted a powerful

influence on popular support of the voluntary sector. The contemporary
reality, however, is that AMS is playing an increasing role in delivering social
services on government's behalf- the extension of providing non-emergency
ambulance service, for instance.
With the approach of the new millennium, training - the whole field has pushed its boundaries far out.
It now blends more than ever into
organization development and has become as open to outside forces, rain or

shine, as Shakespeare's Globe Theatre under the open sky1. In fact, its main
concern has shifted away from improving the training of individuals to
contributing to the good functioning and continuation of organizations and
institutions under turbulent conditions and propelling them into the
twenty-first century and beyond.
Rolf P Lynton and Unda Pareek, (2000), Training for Organizational Transformation, Sage Publications,
New Delhi
89
It was stated in Chapter One that the purposes of the study were to
review the training and development strategy of volunteers in AMS.
The
purposes were addressed through the following questions:
1. What programs and services for volunteer training and

development were currently in place for AMS members?
2. What opportunities have been provided for volunteer
training and development?
3. What were the perceived gaps between existing and ideal
programs in volunteer training and development?
4. What can AMS'do to enhance volunteer training and
development?
Along with these questions developed two hypothesis assuming that
I.
Adequate volunteer training plays a more important

role than other factors in the decision of the volunteer
to continue/terminate their volunteer service.
II.
Effective training program motivates volunteers and

there is a relationship between effective training and
AMS volunteer attendance rate.
The first hypothesis is found to be true.
Adequate training indeed plays
a more important role than other factors to attract volunteers to stay.
This
can be seen from the survey findings that when respondents were asked about
their motive of joining AMS and what factor contributing to their continuous
90
support to AMS, 40 % of them indicated that they want to acquire first aid
and related knowledge (Question 1) and 21.3 % of them indicated that they
wish to acquire the knowledge/skill needed to serve the public (Question 6) both ranked No. 1 among other alternatives.
Findings from survey question
7 reinforce this hypothesis as 22.2 % of respondents expect AMS to increase

the practical sessions of first aid training..
The second hypothesis is found also true.
As mentioned in Chapter 3,
AMS members go through a 3-year on-going and repetitive training program

at district level . Through document search, it was found that an average of
38.1 % (41.5 %, 34.4 % and 38.4% from 1997 to 2000 - Figure 5) of
members failed to attend the'minimum attendance requirement3.
Further
research revealed that an average of 85 % (85.5 %, 84.1 % and 85.3 % Figure 8) of members who did not fulfill the minimum training requirement
have served in AMS for more than three years4.
This implied that those who
had gone through the 3-year Training Program the first time might feel fresh
and satisfied hence only 15 % of them left the Service for one reason or the
other.
However, as they stay in the same district, they might feel
monotonous when they had to attend the same type of training and conducted
by the same team officer over and again; this would lead to an inevitable
outcome of either lying low and become inactive or quit from the Service.
This phenomenon corresponds to the survey results in which respondents
reacted that the longer period they stayed in AMS, the more they felt 'NOT
ACHIEVING THEIR EXPECTATIONS' (36.2 % - Question 3)
2
3
4
AMS 3-year Training Program, 2000, AMS File: AMS F2/02n

AMS Audit Report: Value for Money Audit, 2000
Ibid
91
Recommendations
It has been said that doing an excellent job is much more satisfying than
doing a mediocre job.
To provide training to volunteers, we need to do
everything in our power to provide environments that are not satisfied with
mediocrity - that strive for excellence, not only in training, but also
throughout the organization.
Achieving organizational excellence is linked to defining values.
When
training is based on a set of shared values that meshes with the vision and
mission of the organization, a culture that is energized and continually driven
towards excellence can prevail. In 1996, AMS has reinvented its mission,
vision and core values seeking to enhance its approach to human resource
management.
As a result, the following deliverables were produced5:
Vision
To be a premier voluntary supplementary medical and health services
provider.
Mission
Provide resources to augment the regular medical and health services to
maintain the care and well being of the people of ftong Kong in the most
efficient and effective manner through a well-trained professional and
committed volunteer force.
5
AMS HRM Consultancy Project Report, (1996), LLA Pacific Ltd
92
Core Values
There are clear trends that volunteerism is making a significant

contribution to the renewing of AMS, and our community at large. It is
believed that the potentialities for renewal go far beyond the current
programs, assumptions, and visions. It is also believed that the AMS trainer
is in key positions to vitalize this process. After all, the renewal of AMS is
also the renewal of AMS trainers and their team workers.
But what
positive steps can AMS take to develop the vast untapped resources of
volunteer service that exist in the Department? There are several effective
ways to move toward a full mobilization of volunteer energy and
commitment in the Service. The writer therefore wishes to suggest different
strategies that can be used as an initial step to improve the AMS T & D
program.
93
Based on the results and findings of the survey, it is concluded that there
are number of issues requiring attention from the AMS management:
Members joining AMS wish to acquire first aid and related knowledge as one
of their prime objectives and this can be wholly or partly achieved within
their first three years of service in AMS. However, the longer period they
served in AMS, more grievances were generated in relation to problems such
as inadequate training, communication barriers, insufficient and outdated
training resources.
Problems can be categorized into different areas of concern, viz:

problems of training, resources, hierarchy and communication. Providing
solutions to these problems would provoke and stimulate further thinking,
and thereby contributing as necessary to change that elevates the quality of
the work life of AMS members specifically and the well being of citizens of
Hong Kong generally.
It is therefore recommended that improvements should be made not only

pinpointing the training strategy, but also the environmental factors that affect
the enhancement of the training strategy.
In fact, an effective
communication channel, a cost-effective and simple hierarchy and an

improved resource allocation schedule would surely exert a profound
influence on AMS training and help bringing the benefits of training to the
94
fullest extent.
Listed hereunder are suggestions to improve the existing
AMS training strategy:
1. Simplified hierarchical structure is the foundation of facilitating effective

communication, enhancement of training and maximization of output in AMS.
It is recommended that the medical officers and nurses of the Hospital Wing
be devolved and incorporated into the Operation Wing and relocated to
Districts for the sake of operational efficiency and involvement as well as
facilitation of providing training.
When medical professionals are merged
into the operational level to work as a team, they would have chances of
gaining field operational experiences in additional to their work experience in
hospitals.
On the other hand, AMS members can also be benefited as they
can absorb medical knowledge from their medical counterparts during their
normal team training sessions at district level.
2.
The current training conducted by team officers would rely very much on
the specialty of individual officers' technical knowledge and training

methodology.
This may lead to undesirable outcome should there be any
substandard of technical knowledge/skill of individual officer.
It is
recommended that the Service Training Branch or a newly established

training school, in consultation with AMS HQ, assist the training staff in
95
designing standard training packages for service-wide training such that

team officers at district level, whilst in training, follow a conformed standard
hence it can be conducted in a desirable way. While the standard training
packages can assist quality control to a certain extent, the medical
officers/nurses devolved to districts can further enhance members' technical
knowledge/skill at paramedical level. Medical personnel and the first aid
instructors at district level can make use of the newly designed standard
packages to deliver training information to members hence alleviating the
already very heavy training burden rest on AMS HQ.
3. When standard training packages are designed and decentralized to

districts, the problem of limited centralized training opportunity can also be
solved. While savings can be gained from the centralized training, resources
can be relocated to enhance and strengthen the quality of tutorship. It is
recommended
that
the
'Train-the-Trainer' courses.
savings can be allocated
to run more
It is anticipated that more tutors of better
quality will have better training effect and in the end it signifies the building
of corporate image.
4. Survey subjects opined that training equipment was inadequate and
96
outdated.
Given the charter assigned to AMS by the Policy Bureau and
stated in the law6, it is considered that the training equipment currently

possess by the Service is adequate and up-to-date.
To quote a few examples,
the Service is using the same type of ambulances/ambulance aid equipment

as the Fire Services Department.
Latest model of advanced life-support
equipment such as Heart-Start 4000 model is employed for defibrillation.

All these facilitated AMS members to get themselves familiar with the
equipment currently FSD is using so that they can reinforce FSD efficiently
and effectively when the situation required them to do so.
However, it is
deduced that the alleged claim was due to the mismatch of training schedule.
When practical sessions were scheduled within the AMS Training Timetable,
all districts, territory-wide, were competing for the same type of equipment to
be used for that particular subject hence leading to a misconception of
inadequate training facilities.
It is recommended that the respective regional
training officers should rearrange their training schedule such that districts
under their charge would not compete with each other for the same type of
equipment for training within a specified period of time.
5.
AMS comprised of some 20 odd divisions & five thousand volunteers
AMS Ordinance, Cap 517, Law of Hong Kong
97
territory, wide. It is inevitable that some training information that should

be made known to members may not reach the grass-root level.
To
overcome the communication barrier, it is recommended that different

communication channels be established to reinforce the existing one currently all training information are heavily relied on circulars issued to
team officers who in turn would convey the message to all volunteer
members during training dates held on a bi-weekly basis. Training circulars
to be issued to each and every AMS members seem impossible, however,
training information that requires the attention of all members can be posted
onto the notice boards of all training locations. On top of this, AMS HQ
should make use of the modern IT technique to post all these training
information onto the AMS homepage such that members can access to these
information through the Internet. E-form should be designed for members
to make application for courses through Internet for convenience sake.
Intranet should also be established to allow e-learning through this electronic
media such that the burden of the heavily committed training locations can be
eased.
98
Concluding Remarks
Today's volunteers are among the busiest and least likely to have an
abundance of time to devote to their chosen organization. Yet those who do
volunteer are generally highly motivated and bring to the organization they
choose to work with a wide range of knowledge, skills, compassion, and
commitment. Those deals with volunteers must treasure their enthusiasm
and provide them with adequate training in order to facilitate them to
contribute their service in a meaningful way.
Despite the many difficulties the volunteers face, there are still lots of
Hong Kong citizens, devoting their time and effort, in joining the voluntary
agencies they choose to work with. However, due balance must be made to
the benevolence of the volunteer on a one hand, and the mission and vision of
the organization on the other. Training is seen as a key instrument in the
implementation of HRM policies and practices, particularly integrating
volunteers into the agency. Of equal importance in the training process is
the recognition of individual needs.
These may, however, clash with
organizational needs, and the harmonizing of these demands to the mutual
99
benefit of both parties is crucial.
Indeed, volunteer work is really the source of the expansion of our lives,
whatever we posses in the way of skills and concern are enhanced, often
without limit, by sharing these with others. Just think, what life would be
like, if by still closer co-operation, better training, opportunities and
innovations were developed to permit all of us, the young and the not so
young, voluntarily to give time and energy to meet the needs of others, and to
develop in the process our own skills and values in humaneness. Many
more training opportunities need to be found to enable all of us to respond to
the search for 'participation', for 'involvement', for 'responsibility'.
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EXISTING ORGANISATION CHART
Appendix V
'Appendix II'
Mailed Questionnaire
Ql. What is your intended agenda of joining AMS? (You can choose at
most 3 answers)

2. To learnfirstaid and related knowledge
3. To gain acquaintance and enrich the social life
4. To kill time
Q2. Can you achieve your intended agenda in the first three years of
joining AMS?
1. Fully achieved
2. Mostly achieved
3. Partly achieved
4. Cannot achieve
Q3. Can you achieve your intended agenda since you first joined AMS?
(Skip this question if your year of service is less than 3 years)
1. Fully achieved
2. Mostly achieved
3. Partly achieved
4. Cannot achieve
Q4. What reasons/obstacles that makes your intended agenda of joining

AMS NOT achievable? (You can choose at most 3 answers)
1. Bureaucratic departmental policy

2. No sense of belonging due to a lack of communication
3. Most members cannot have a chance of joining various kinds of
training
4. Due to work
5. Time constraint
6. Insufficient pay and allowance
7. Interpersonal relationship
8. Inadequate resources
Q5. How would you suggest to remove the obstacles above-mentioned?

(You can choose at most 3 answers)
1. To reinforce communication channel

2. To organize more training of various types and field exercises (day
and night)
3. To increase Pay and Allowance
4. To be more transparent
5. To increase resources
6. Officers to be more caring about subordinates
7. To improve and consolidate various training contents
8. To amend the outdated guidelines/policies
Q6. What makes you to continue to serve in AMS? (You can choose at
most 3 answers)
1. Esprit de Corps
2. Self professional knowledge
3. Personal interest
5. To gain acquaintance
6. To expect continuous improvement of the Service
7. To increase various types of training (daytime and evening)
8. Family support
Q7. What is your expectation towards AMS? (You can choose at most 3
answers)
1. More open
2. Frequent evaluation and keep in pace with the community
3. Increase practical first aid training
4. Reinforce communication
5. Continuous improvement by acquiring new knowledge
6. To acquire more advanced equipment
7. To raise the service quality and gain the recognition of the society
8. To expand the service area
Q8. Do you have the support of your employer to serve in AMS? (Skip
this question if you are self-employed or you are not at work)
'Appendix III'
Interview Questionnaire
1. Personal Particulars :
Rank :
Sex '
Male / Female
Age :
Year of Service :
Academic Qualification :
University
Post Secondary
Secondary School
Primary School
Other
Organization in which you are working :
Government Department
Subvented Organization
Private Sector
Self-employed
Occupation :
Medical Personnel
Administrator
Professional
Clerk
Service Provider
Technician
Household
Student
2. Interview Question: Your intended agenda ofjoining AMS (Pleasefillin 1,2,3 or

4; 1 being least important and .4 is the most important)
Get more acquaintance

To learnfirstaid
To earn allowance
To serve the community
For social gathering
3. If your year of service is less than 3 years, please answer Question A

If your year of service is more than 3 years, please answer Question B
A. Have you achieved your intended agenda since youfirstjoin AMS ?

Fully achieved
Mostly achieved
Partly achieved
Cannot achieve
B. Have you achieve your intended agenda since youfirstjoin AMS?

Fully achieved
Mostly achieved
Partly achieved
Cannot achieve
4. What are the contributing factors that defeat your motive ofjoining AMS?
(Pleasefillin 1,2,3 or 4; 1 being least important and 4 being the most important
factor)
Category
Reasons
Personal
Lack of Interest
Personal Reason
Influence by Work
Relocation of Work to Mainland
Personal Development
Work Irregular Hour
Health Problem
Family
Family Affair
Emigration
Environmental
Inadequate Training
Level of Instructorship vary
Poor Learning Environment
Remote Training Location
Low Morale
Insufficient Communication
Bureaucratic
Inadequate Training Allowance
Uniform not sharp enough
Others (pls. Specify)
5.
Please list three alternatives to solve the problems above-mentioned.
6.
Please list 3 factors that support your continuing of serving in AMS
7.
Please list three of your expectation towards AMS
8.
Please indicate your mode of work
Self-employed
Retired
Being employed
Others (Please Specify)
If you are being employed, please answer the following question.

Does your employer support your joining of AMS?
Fully support
Generally support
Do not support
Do not know about this
Others (Please specify)
Appendix TV
Auxiliary
Medical Service
'Appendix V
The Auxiliary Medical Service (AMS), formerly known as

the Medical Civil Defence Unit under the former Medical
and Health Department, was established in December
1950 as a corps of professional doctors and nurses
together with trained volunteer members to perform
tasks to augment the regular medical and health
services. The primary purpose of establishing the unit is
to tap the manpower of the volunteers in tackling natural
disasters and calamities in times of emergency. In recent
years, the service has begun to work on the development
of disaster medicine in Hong Kong.
Organisation: The AMS was formed in 1950 with a
small membership of a mere 2 000 and has grown to the
current establishment of 5 258. These members come
from all walks of life with about 1 000 being professionals
comprising doctors, nurses, pharmacists, dispensers,
radiographers and paramedical personnel working either
in public or private practice. By law, the Director of
Health is the Commissioner of the AMS.
The service is commanded by the Commissioner
through the AMS Headquarters which in turn directs the
operation of the Operations Wing, the Hospital Wing and
the Logistics Wing.
The Operations Wing: It consists of about 4 000
uniformed members. Its principal function is to provide
first aid coverage, to undertake casualty evacuation and
to operate emergency medical centres. The wing is
organised on a regional basis, namely, Hong Kong and
Islands, Kowloon, New Territories East and New
Territories West, with a total of 18 districts. For
operational reasons, the districts are demarcated in
a way conforming to those under police and fire
commands. AMS members at district level are under the
overall command of a District Commander. In each
district there are four teams.
The Emergency Response Task Force (ERTF) was
established in 1992. It is a team comprising medical
doctors, nurses and specially trained volunteer members
to provide on-the-spot paramedic services. This special
squad operates round the clock to respond to any urgent
calls and it will arrive at the scene in 30 to 45 minutes
after a call out.
The Hospital Wing: When a major emergency occurs,
the Hospital Wing will be alerted to establish the
following units:
* Dressing Stations (DSN) These stations will act
as buffer to the casualty clearing hospitals by
treating the lightly injured and also act as general
dispensaries or clinics for the general public living in
the vicinity.
* Casualty Clearing Hospitals (CCH) These will
be reinforced by AMS personnel and emergency
supplies rendering them suitable for accepting
casualties from the incident site. In practice these
hospitals will provide a great number of additional
beds.
. .
* Convalescent Units (CU) These institutions are
used for reception of convalescent patients from
casualty clearing hospitals. This would ensure that

empty beds are readily made available at every
acute hospital throughout the emergency period.
The Logistics Wing: AMS operations are supported
by several administrative divisions, e.g. Welfare and
Liaison, Transport, General Store and General
Administration.
Roles and Functions: The service/duties of the AMS
can be divided into emergency and general duties. In
times of emergency and natural disaster, the AMS will
supplement the medical and health services by providing
treatment to the injured on the spot, to convey casualties
to hospitals, and to care for patients at both acute and
convalescent hospitals. With its teams of uniformed
members trained in ambulance manning techniques and
first aid, the AMS also helps reinforce the regular
ambulance service and provide first aid coverage at
public functions.
Mobilization: Request for mobilization of AMS can
normally be channelled through the Deputy Commissioner (Operations). However, direct contact for
assistance can also be made with any volunteer
commander. Some of the headquarters staff are also
available through mobile telephones for the purpose of
channelling such messages. The Headquarters Control
Room is set up and manned whenever Typhoon Signal
No. 8 or black rain storms warning has been hoisted or
during emergencies. Requests for call out are normally
referred from the Fire Services Headquarters or the
Government Secretariat Emergency Co-ordination
Centre.
Emergency Duties: Upon the hoisting of Typhoon
Signal No. 8 or above, AMS members will report to Fire
Services Department Ambulance Depots/Stations to set
up first aid coverage for the general public in case of
need. AMS will also augment the regular ambulance
service by providing an additional ambulance crew at
various designated ambulance depots/stations.
In the unlikely event of any nuclear accident, the
AMS is also charged with the responsibility of manning
monitoring centres and scanning points for
decontamination process/operations under the nuclear
emergency contingency plan.
Supplies and Appliances: As part of the contingency
scheme for AMS operation, emergency stores have
been stockpiled at various government clinics and
hospitals. These supplies are stored in over some
30 locations in both urban and rural areas for easy
retrieval.
General Duties: AMS also provides a variety of general
services for the community such as providing first aid
coverage for community events like the Walks for Million,
Fireworks Display and manning first-aid posts at the
country park areas during weekends and public holidays.
The teaching and validating of first aid skills for civil
servants and other employees in large organisations are

routine duties of the AMS.
Currently, members of the AMS are assisting the
Department of Health in running all methadone clinics
with related clinical tasks.
The AMS is operating a Non-emergency Ambulance
Transfer Service (NEATS) for the community. It serves
patients attending Department of Health clinics and
residents of Social Welfare Department institutes
attending public clinics/private hospitals.
At present AMS has six NEATS ambulances
operating daily from 0800 to 1800 hours except Sundays
and Public Holidays.
Training: Recruit training is conducted regularly to
provide those newly joined with the necessary basic
skills and requirements of the AMS. On completion
of the basic training, further or more advanced general
regular sub-unit training will be provided to each and
every member.
General training related to casualty handling,
nursing, life-saving, and practical sessions at hospital
wards, Accident and Emergency Departments are
available to members. Members are also provided with
training in the field of leadership, supervisory techniques
and management. A newly developed programme on
Disaster Medicine which aims to qualify all members at
Disaster Medicine Assistant level will be introduced by
1999 with a three-year plan of implementation.

Throughout the training curriculum, great emphasis is
placed on the spirit of service to the community.
Special
training
connected
with
disaster
management is introduced through inter-departmental
seminars and exchange of information with disaster
management authorities at international level. Some
AMS personnel have attended courses conducted by
overseas disaster management institutions.
Summary: The AMS has tried every endeavour to
augment the regular medical and health services. Over
the years, members have been mobilised and deployed
to assist in mass educational schemes on health
campaigns against epidemics and the promotion of
community awareness on first aid education.
The AMS will further strengthen its role in
disaster management by adopting a more proactive
approach. Through promotion and liaison with other
overseas specialist organisations, the role and
function of the AMS can be more vividly projected
into the community, thus facilitating the fulfilment
of its primary charter of reducing loss of life
during emergencies.
(Auxiliary Medical Service Home Page Address:
http://www.info.gov.hk/ams/ )
1998

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Title

A study of the training strategy of the Auxiliary Medical Service

The author retains all proprietary rights, (such as patent rights)

A Study of the Training Strategy

A dissertation submitted in partial fulfillment of the requirements for the

I owe special thanks to my supervisor,. Professor J Burns, for his

I would like to express my deep gratitude to my contributing

In similar vein I would also like to record my thanks to my family for

This study tries to evaluate the present training and development

As such proper and adequate

training must be in place to ensure volunteers are doing their job up to

Chapter 3 Current Training & Development Program for AMS

Chapter4 Members' Survey - Findings & Analysis

Chapter One - Introduction

The nature of volunteerism has been described as 'making the impossible

Sask Report Magazine, October, 1990, Canada

The Benefits of Volunteering

The questions can be addressed from different perspectives. From social

They can free the paid staff

As regards to efficiency, volunteers often exude a level of

While the importance of volunteers has been identified, it follows the

Critics of formal volunteer management stated that in dealing with volunteer,

Well-planned and substantive training and development programs with expert

'For some organizations, making a modern

volunteer development plan may have to begin with an examination of

To determine the perceived importance, effectiveness and adequacy of

This study was

prompted by the belief that a better understanding of volunteers' wants may be

retention in the organization hence accomplish the organizational goal

The overall objective of this study is to make evaluation of the present

The purposes were addressed through

the following questions:

Argument of the Study

and continuous investment in training and development.

argues that adequate/suitable training is one of the strongest motivator to attract

The Department should adopt a strategic

approach in training and development of AMS volunteers so as to maintain the

Adequate volunteer training plays a more

important role than other factors in the decision of the volunteer to

Rationale for the Study

'Non-profit volunteers have to be governed by

performance' 'Drucker, 1990'16. The impact of training and development goes

The unique characteristics of volunteers

Cull and Hardy indicated that

voluntary action 'helps us transcend ourselves in some form of higher

This implied that training and

Towards this end, tasks should be planned based on the

individual as well as organizational needs, recruiting by appealing to needs,

Hong Kong voluntary organizations have been identified in a variety of fields

such as social welfare, health, religion, education, sports, governmental and

Within the territory, there are three governmental voluntary

Extracted from 2000 Hong Kong Report, HK Government Printer

obtained from document search, record search and interviews.

employers about members'

AMS File, 'General Organization & Establishment" - AMS Vl/02

Questionnaires were intentionally written in Chinese to facilitate respondents to

Data collection began in December 2000, with distribution and returns of

Outline of the Dissertation

Chapter 1 has mentioned the benefits of volunteering, the importance and

In Chapter 2, literature related to the study is reviewed. The types, nature

The roles and responsibilities, structure, and background information of the

This chapter also

Research and analysis of the problem of AMS training is discussed in