| Summary: | In recent years, the nonprofit sector has grown and charitable organiza-tions have become more important. HRM has got a more significant role and it is no longer enough to build an organization on the perception that "doing good is good enough". Since charitable organization often have both employees and volunteers and they have different needs, goals and competence levels it is crucial to manage both groups in a suitable way in order to achieve the organizational goals. For that reason we will focus on how charitable organizations can use Human Resource Management to motivate their staff in order to get a desirable performance and a better outcome. The purpose with our research is to see how HRM is used in order to manage the volunteers and employees in a charitable organization and what consequences this de-sign has for the organization. Since previous research has not focused on both employ-ees and volunteers our research will fill an important gap and therefore our ambition is to contribute to the research society by acknowledging this phenomenon. In this research we have done a single qualitative case study of Rädda Barnen and conducted two interviews. We have discovered that both groups are managed differently in the four areas of HRM (flows, performance, involvement & development) since they have different needs, goal and competence levels. Furthermore, we found that Rädda Barnen has been struggling with retaining (and recruiting) volunteers.
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