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Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach, 4th Edition

Book Description

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.

Written by Joan E. Pynes—a noted expert in public administration—this authoritative work shows how strategic human resources management is essential for managing change in an increasingly complex environment. The book

  • Includes new material on workplace violence and employee discipline

  • Reviews updates on the legal environment of HRM

  • Contains suggestions for managing a diverse workforce

  • Offers a wealth of revised tables and exhibits

  • Updates the most recent developments in collective bargaining in the public and nonprofit sectors

  • Outlines the most current approaches to recruitment and selection

  • Presents an overview of recent information on compensation and benefits

  • Gives an update of the technological advances used for strategic human resources management

  • Provides examples of HRM policies from other countries

The book also includes an enhanced instructor's guide with examination questions, PowerPoint® slides, experiential exercises, and video vignettes that are coordinated with chapters in the book.

Table of Contents

  1. Cover
  2. Contents
  3. Title
  4. Copyright
  5. Dedication
  6. List of Figure, Tables, and Exhibits
  7. Exercises
  8. Preface
  9. Acknowledgments
  10. The Author
  11. Part One: Human Resources Management in Context
    1. Chapter One: Introduction to Human Resources Management in the Public and Nonprofit Sectors
      1. The Public Sector
      2. The Nonprofit Sector
      3. The New Public Service
      4. Today’s Context for Human Resources Management
      5. Conclusion
    2. Chapter Two: Strategic Human Resources Management and Planning
      1. The Changing Role of Human Resources Management
      2. Human Resources Outsourcing
      3. Strategic Human Resources Management and Human Resources Planning
      4. Human Resources Planning
      5. Human Resources Information Systems and Electronic Human Resources Management
      6. Implementing Strategic Human Resources Management
      7. Evaluating the Effectiveness of Strategic Human Resources Management
      8. Problems and Implications of Strategic Human Resources Management
      9. Ethical Standards for Strategic Human Resources Management
      10. Conclusion
    3. Chapter Three: Federal Equal Employment Opportunity Laws and Other Employee Protections
      1. Federal Equal Employment Opportunity Laws
      2. Proving Employment Discrimination
      3. Executive Orders, Affirmative Action, and Other Federal Laws
      4. Affirmative Action
      5. Constitutional Rights
      6. Additional Protections for Employees
      7. Conclusion
    4. Chapter Four: Managing a Diverse Workforce
      1. Glass Ceilings, Sticky Floors, Glass Walls, and Glass Escalators
      2. Why Diversity Is Important
      3. Cultural Competency
      4. Sexual Harassment
      5. Employer Liability
      6. Sexual Orientation
      7. Changes in the Nonprofit Landscape
      8. The Difference between Complying with Laws and Managing Diversity
      9. Strategic Human Resources Management Implications for Managing Diversity
      10. Conclusion
  12. Part Two: Methods and Functions of strategic Human Resources Management
    1. Chapter Five: Job Analysis
      1. Legal Significance of Job Analysis Data
      2. Job Analysis Information and Methods
      3. Designing a Job Analysis Program
      4. Job Description and Job Specification
      5. Strategic Job Analysis
      6. Competency Modeling
      7. Job Analysis Techniques
      8. Contextual Performance
      9. Conclusion
    2. Chapter Six: Recruitment and Selection
      1. Recruitment
      2. Recruiting for Local Governments and Nonprofits
      3. Screening Applicants
      4. Executive and Managerial Recruitment and Selection
      5. Conclusion
    3. Chapter Seven: Compensation
      1. Equity
      2. Executive Compensation and Benefits
      3. Federal Laws Governing Compensation
      4. State and Local Government Minimum Wages
      5. Conclusion
    4. Chapter Eight: Benefits
      1. Required Benefits
      2. Discretionary Benefits
      3. Quality-of Work and Quality-of Life Issues
      4. Conclusion
    5. Chapter Nine: Training and Career Development
      1. The Training Process
      2. Career Development
      3. Managerial and Executive Development
      4. Conclusion
    6. Chapter Ten: Performance Management
      1. Motivation
      2. Developing an Evaluation Program
      3. Rater Training
      4. Who Should Rate?
      5. Executive Evaluation
      6. Documentation
      7. Performance Evaluation Interview
      8. Ethical Issues in Performance Appraisal
      9. Performance Appraisal Techniques
      10. Team-Based Performance Techniques
      11. Conclusion
    7. Chapter Eleven: Labor-Management Relations: Collective Bargaining in the Public and Nonprofit Sectors
      1. The History of Private Sector Collective Bargaining
      2. Collective Bargaining in Nonprofit Organizations
      3. Collective Bargaining in the Federal Government
      4. Collective Bargaining in State and Local Governments
      5. Concepts and Practices of Collective Bargaining
      6. Public Sector Distinctions
      7. Nonprofit Sector Distinctions
      8. Privatization of Public Services
      9. Conclusion
    8. Chapter Twelve: Volunteers
      1. Use of Volunteers
      2. Volunteer Motivation
      3. Barriers to Volunteer Recruitment
      4. Recruitment
      5. The Prerecruitment Process
      6. Managing Volunteers
      7. Orientation and Training
      8. Volunteer Recognition
      9. Evaluation
      10. The Volunteer Protection Act
      11. Governing Boards
      12. Conclusion
    9. Chapter Thirteen: Conclusion: Challenges for Public and Nonprofit Organizations
      1. What to Expect
      2. Challenges for Strategic Human Resources Management
      3. Change in Skill Requirements
  13. References
  14. Name Index
  15. Subject Index