The withdrawal of post-confirmed Americans especially Caucasian men poses a risk of slowed-down economy and motivation. According to Cooke, decisions by such men to drop out of the program are a breach of commitment to the excellence of the American people (594). Ideally, several challenges create such dropouts among the male community ranging from poor financial background to change of allegiance. City year offers various specially designed community services that reduce the rate of high school dropouts. This paper illustrates certain ways to sustain Caucasian males from dropping out of the program using cost-effective means.
One particular way to enhance Caucasian men’s involvement in the program is through a unilateral focus on participant goals. In certain cases, these volunteers often participate in the program based on the mere acquisition of skills. From such evaluations, these participants ought to have a clear understanding of their involvement as well as the benefits therein. In many instances, the City year program has embarked on strategies and models that focus more on the target groups without any special emphasis on the special agents. Such instances and models often create a robotic partner in the fulfillment of a project, which culminate in disillusionment and the subsequent connection from the program drivers. One way to enhance efficiency and commitment would be to dwell on a multifocal aspect of strategy that covers both the interests of the students and partners in the program.
Secondly, enhancing sustainability can also focus on a double edge remuneration system. Such a system involves bilateral benefits in the process of attaining the program objectives. The partners, including Caucasian men, would be subjected to subtle remuneration and allowances that enhance their involvement. However, this comes at a condition of active involvement in profitable community services such as service and innovation orientations. The group will therefore build encouragement and drive from the mere element of a retributive factor at the program completion. This element also covers partners who dwell from poor backgrounds and circumstances.
Lastly and most importantly, the group formation among such programs always enhances cooperation and belonging. An ideal program should have miniature groups of common interests and activities that enhance the group’s influence after service. Research from Rovai (2) proves that group influence contributes immensely to commitment creation and enhancement. Groups such as these should adhere to certain professional classics to avoid creating demarcations within the program. For instance, group members could belong to a baseball team that enhances their synergy and bonding strategies. Such factors will ensure that the Caucasian men find more relative nuances that create a pact of commitment and service.
In conclusion, commitment to any program requires combined efforts from the program directors and other stakeholders. The process is similar to many groups. Therefore, enhancing cooperation and mutual drivers from the partner contribution is a critical factor. Ideally, retaining the Caucasian men in the program requires a focus on their goal of pre-involvement, which should determine their areas of expertise and participation. Secondly, bilateral remuneration also enhances cooperation amidst active service delivery. Lastly, group influence forms a significant way to sustain commitment and build trust. Through groups, participants who share common interests and goals often find avenues to share and enact mutual trust and collaboration in service delivery.
Cooke, William N. “Employee participation programs, group-based incentives, and company performance: A union-nonunion comparison.” Indus. & Lab. Rel. Rev. 47 (1993): 594.
Rovai, Alfred P. “Building sense of community at a distance.” The International Review of Research in Open and Distance Learning 3.1 (2002).