Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach

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Product details:

• ISBN-10 ‏ : ‎ 9781118398623
• ISBN-13 ‏ : ‎ 978-1118398623
• Author: Joan E. Pynes (Author)

Since the first edition was published in 1997, Human Resources Management for Public and Nonprofit Organizations has become the go-to reference for public and nonprofit human resources professionals. Now in its fourth edition, the text has been significantly revised and updated to include information that reflects changes in the field due to the economic crisis, changes in federal employment laws, how shifting demographics affect human resources management, the increased use of technology in human resources management practices, how social media has become embedded in the workplace, and new approaches to HRM policy and practice.

Table contents:

PART ONE: HUMAN RESOURCES MANAGEMENT IN CONTEXT 1

1 Introduction to Human Resources Management in the Public and Nonprofit Sectors 3

The Public Sector 5

The Nonprofit Sector 10

The New Public Service 22

Today’s Context for Human Resources Management 23

Conclusion 33

2 Strategic Human Resources Management and Planning 37

The Changing Role of Human Resources Management 38

Human Resources Outsourcing 42

Strategic Human Resources Management and Human Resources Planning 44

Human Resources Planning 45

Human Resources Information Systems and Electronic Human Resources

Management 50

Implementing Strategic Human Resources Management 57

Evaluating the Effectiveness of Strategic Human Resources Management 58

Problems and Implications of Strategic Human Resources Management 60

Ethical Standards for Strategic Human Resources Management 61

Conclusion 62

3 Federal Equal Employment Opportunity Laws and Other Employee Protections 69

Federal Equal Employment Opportunity Laws 70

Proving Employment Discrimination 82

Executive Orders, Affirmative Action, and Other Federal Laws 88

Affirmative Action 93

Constitutional Rights 97

Additional Protections for Employees 103

Conclusion 105

4 Managing a Diverse Workforce 111

Glass Ceilings, Sticky Floors, Glass Walls, and Glass Escalators 114

Why Diversity Is Important 115

Cultural Competency 116

Sexual Harassment 119

Employer Liability 121

Sexual Orientation 122

Changes in the Nonprofit Landscape 125

The Difference between Complying with Laws and Managing Diversity 126

Strategic Human Resources Management Implications for

Managing Diversity 128

Conclusion 130

PART TWO: METHODS AND FUNCTIONS OF STRATEGIC HUMAN RESOURCES MANAGEMENT 137

5 Job Analysis 141

Legal Significance of Job Analysis Data 143

Job Analysis Information and Methods 144

Designing a Job Analysis Program 151

Job Description and Job Specification 153

Strategic Job Analysis 153

Competency Modeling 159

Job Analysis Techniques 160

Contextual Performance 167

Conclusion 168

6 Recruitment and Selection 175

Recruitment 176

Recruiting for Local Governments and Nonprofits 181

Screening Applicants 184

Executive and Managerial Recruitment and Selection 202

Conclusion 204

7 Compensation 211

Equity 212

Executive Compensation and Benefits 229

Federal Laws Governing Compensation 231

State and Local Government Minimum Wages 234

Conclusion 240

8 Benefits 247

Required Benefits 248

Discretionary Benefits 253

Quality-of Work and Quality-of Life Issues 260

Conclusion 270

9 Training and Career Development 275

The Training Process 278

Career Development 293

Managerial and Executive Development 294

Conclusion 296

10 Performance Management 303

Motivation 306

Developing an Evaluation Program 311

Rater Training 312

Who Should Rate? 315

Executive Evaluation 316

Documentation 319

Performance Evaluation Interview 320

Ethical Issues in Performance Appraisal 321

Performance Appraisal Techniques 322

Team-Based Performance Techniques 329

Conclusion 333

11 Labor-Management Relations: Collective Bargaining in the Public and Nonprofit Sectors 341

The History of Private Sector Collective Bargaining 342

Collective Bargaining in Nonprofit Organizations 345

Collective Bargaining in the Federal Government 346

Collective Bargaining in State and Local Governments 347

Concepts and Practices of Collective Bargaining 348

Public Sector Distinctions 359

Nonprofit Sector Distinctions 363

Privatization of Public Services 366

Conclusion 367

12 Volunteers 377

Use of Volunteers 378

Volunteer Motivation 381

Barriers to Volunteer Recruitment 381

Recruitment 382

The Prerecruitment Process 384

Managing Volunteers 389

Orientation and Training 391

Volunteer Recognition 392

Evaluation 393

The Volunteer Protection Act 394

Governing Boards 394

Conclusion 402

13 Conclusion: Challenges for Public and Nonprofit Organizations 409

What to Expect 409

Challenges for Strategic Human Resources Management 412

Change in Skill Requirements 413