Abstract
When it comes to managing volunteers, consequences of pay, job security, and bonuses, which are typically leveraged in for-profit settings, cannot be leveraged in volunteer contexts (Cnaan & Cascio, 1999; Newton, Becker, & Bell, 2014). Hence, many volunteer-based organizations are left with few resources on how to manage their workforce. This case study tests the application of traditional high performance work systems (HPWS) through lateral accountability, instead of traditional top-down accountability, in a volunteer-based Christian dance company. t test results suggest that there is not enough evidence to support statistical conclusions between HPWS and accountability to both coworkers and manager. However, the researcher found a significant positive relationship between HPWS and volunteer satisfaction. Additionally, despite the lack of significance between HPWS and accountability, line graphs and Cohen’s d suggest that approaching HPWS through lateral accountability could potentially offer fruitful results in volunteer contexts. Theoretical implications and future research are discussed.