AbstractThis chapter discusses the management of volunteers to major events. Reviews of literature show that it seems that many event organizers still tend to manage volunteers based on the assumption that volunteers are extrinsically motivated. This approach ignores a body of theoretical and empirical research that has found that volunteer rewards are in the main derived from participation in the activity itself. The evidence indicates that event organizers who overemphasize extrinsic rewards may ignore the importance of intrinsically rewarding factors such as the enjoyment of using their skills to enhance event delivery; making a contribution to the event; interacting socially with other event volunteers, participants and patrons; and contributing to the community. These outcomes can be facilitated through appropriate management practices. Maximizing satisfaction appears to stem from effective pre-recruitment and orientation processes, extending through to a small number of perceived and actual working conditions experienced during the event. It is crucial that the volunteers be appropriately inducted into their event roles and responsibilities, subsequently feel they are allowed the freedom to actually carry out these roles and feel valued when doing so. Furthermore, event managers must also focus on ensuring that volunteers develop self-confidence in their skills and abilities through training and orientation programmes as well as sensitive management protocols. While such management behaviours and policies do not guarantee that a volunteer legacy will be created, they do lay the foundations for a rewarding event volunteer experience and thus may encourage broader post-event volunteer engagement. However, this issue is a challenge for future research: determining the extent to which satisfied event volunteers continue to volunteer and, if so, the degree to which this realizes systemic community benefits.