Social agency in community-sector organisations

The Third Sector has often been characterised as a place where people can make a difference: that is, a place where people can experience social agency. However, the recent government requirements have imposed a managerial model on community organisations, potentially affecting their sense of agency. The research surveyed 121 people (executive of a management committee, committee members, paid workers, volunteers and ordinary members) associated with community organisations about their sense of agency in their work. The qualitative analysis suggested that low agency was associated with managerial issues external to the organisation (eg with government departments) or with the absence of community development practices such as inclusivity and networking. Moderate to high agency was associated with community development practices either within or, more frequently, beyond the organisation. When managerial practices were associated with high agency they were mainly within the organisation. In the quantitative analysis organisational characteristics were found to be better predictors of agency in the organisation than demographics, role, type of work, locus of control or social capital.