Vol.1, No.1, 1-12 (2012) Advances in Aging Research http://dx.doi.org/10.4236/aar.2012.11001 A profile of personnel who work with retired volunteers at a service centre for elderly persons Sanet Jansen van Rensburg 1 , Herman Strydom 2* 1 Potchefstroom Service Centre for the Aged, Potchefstroom, South Africa; 2 Social Work, Potchefstroom Campus of the North-West University, Potchefstroom, South Africa * Corresponding Author: herman.strydom@nwu.ac.za Received 2 April 2012; revised 3 May 2012; accepted 10 May 2012 ABSTRACT This article focuses on a profile of personnel who work with retired volunteers. The data was sourced by using two standardised measuring instrument, interviews, focus groups and ob- servation. The Leadership Qualities Inventory (LQI-S) was used as one standardised measur- ing instrument. The following elements were measured namely leadership, people-oriented, task-oriented and self-oriented qualities. The Neethling Brain Instrument (NBI) was used as a second standardised instrument. This instru- ment measured the subconscious’ preferences in four quadrants namely analytical (L1), sys- tematic (L2), emotional (R2) and holistic (R1). From the data an empowerment programme was developed for personnel involved at service centres for elderly persons. Keywords: Profile, Personnel, Retired Volunteers, Service Centre, Elderly Persons 1. INTRODUCTION This article focuses specifically on determining the profile of personnel who work with retired volunteers. The personnel included in the study, are the 25 staff members (100%) of all eight service centres for the aged, within a radius of 150km of Potchefstroom. These staff members work directly with retired volunteers. The first standardised measuring instrument used in this study, was the Leadership Qualities Inventory (LQI-S). The following elements were measured: leadership, peo- ple-oriented, task-oriented and self-oriented qualities. A second standardised measuring instrument used, was the Neethling Brain Instrument (NBI). This instrument mea- sures the sub-conscious’ preferences in four quadrants: analytical (L1), systematic (L2), emotional (R2) and ho- listic (R1). This data is part of a larger study with the aim of developing and evaluating a need centralised empow- erment programme for personnel of service centres for the aged. 2. PROBLEM STATEMENT Van Zyl [1] clearly states that the transition between the active working phase and retirement brings certain adjustments to keep in mind, such as lowered monthly income, more leisure time, possible changes in their liv- ing environment, loss of friends and higher life expecta- tion. These are but some of the problems retired people are confronted with. Most service centres for the aged experience financial strain, and therefore cannot employ fulltime personnel to help with minor tasks at the centre. During 1995 there were 385 registered service centres in South Africa. This number declined to only 188 in 1998 [2]. The meaningful and effective use of retired volunteers could be valuable for both the retired person and the service centre. Mental stimulation is important to ensure overall good health in the senior years. Stim and Warner [3] are of the opinion that a retired person needs money, good health, a network of family and friends and to be actively involved in activities that will bring them joy. The joys of volun- teering lies in the fact that one can make a conscious deci- sion about the kind of work you’d like to be involved with, the amount of time that you are willing to spend doing the job, where you want to work and to experience the gratifi- cation of making a difference in someone else’s life [4]. To recruit and make use of volunteers might be quite simple, but most importantly these people should be trained and encouraged to stay involved in the long-term to ensure quality service delivery [5]. Personnel of ser- vice centres play an important part when it comes to training and motivation. Van der Lingen [6] clearly states that welfare organisations should employ the correct number as well as the right kind of people for the job(s). Management should also plan for the recruitment of Copyright © 2012 SciRes. OPEN ACCESS