Description
HRM Challenges in Modern Times ( paper 3 ).
Each student will write a 1500-word paper that identifies the HRM challenges that a modern organization faces in the current social, political, and economic conditions that currently exist in our society. The organization can be an organization that the student is affiliated with or an organization in which the student desires to learn more about. The organization cannot be the same as the one previously evaluated in Assignment 1 or 2.
Written exams grading criteria:
Systematic, comprehensive research (especially assigned texts — think in terms of
reference to a minimum of three different sources)
Write professionally.
Cite sources in text, correctly.
Logical, coherent, balanced argument
Well used tables/ graphs (bonus)
Follow instructions (debits)
Format:
Papers are to be double spaced with 1 inch margins.
Papers to be written using 12 pt. font (Arial or Times New Roman)
Papers need to be formatted and cited per APA, 6th Edition
Save paper. Do include your name, course number, assignment name, title of the paper and all that at the beginning of the paper, but you needn’t do this on a separate page.
o Especially if you submit the paper electronically, feel free to single space. I can use the comment function in MS Word to insert comments.
Write professionally.
Rule of thumb #1: identify the issue, state the question, identify the main theme, etc.
o Tell your reader in the first paragraph, if not the first line, your purpose: what is the central message of the paper. If you can’t identify a central message, rethink the paper!
Do this as clearly as possible, with a “This paper will…” statement, if necessary?
o Also, close the introduction with a brief summary of how the argument will proceed.
Rule of thumb #2: use a professional tone. Don’t force it. Some tips:
o Do not use first person (e.g. I, my, we, our), or second person (you, your). Use third person. In a professional context you most often are not writing for yourself, you are writing on behalf of an organization, to an impersonal audience.
o Learn the difference between there, they’re, and their; your and you’re; and its and it’s.
o Learn the difference between possessive apostrophes and plural.
o Beware singular/plural inconsistency (e.g. The student lost points for singular/plural consistency in their paper).
o Do not use contractions (e.g. don’t).
o Avoid rhetorical questions (e.g. Why is this the case?).
o Avoid starting a sentence with a conjunction (e.g. The paper was bad. And she started a sentence with and.).
o Get used to gender neutral usages.
Write for an informed lay person on the street, rather than for experts, the uninformed, or your class professor. So do not assume that your reader is in this class, and will know who Professor Harris is, or what we discussed in week three.
Use quotations sparingly. This is meant to be a paper by you, not a collection of selected quotes that you thought were especially relevant to the topic. As a rule of thumb, no more than 10% of your work should be direct quotations.
Otherwise: self explanatory. I have some writing sources listed at the end of the ‘Research’ page on the class website.
The paper must contain at least three references.
Please focus on all I attached you.
Please focus on this paper because the grade about this paper 35.
Please do not use ChatGPT and focus on avoiding plagiarism.
Thanks.
Unformatted Attachment Preview
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The Instructor’s Guide for the third edition of Human Resources Management in
Public and Nonprofit Organizations includes several model syllabi for courses of
differing lengths, as well as additional class references. The Instructor’s Guide
is available free online. If you would like to download and print out a copy
of the Guide, please visit:
www.wiley.com/college/pynes
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EDUCATIONAL RESOURCES FOR NONPROFIT AND PUBLIC
MANAGEMENT
Bryson, Strategic Planning for Public and Nonprofit Organizations, 3e
Cohen, The Effective Public Manager, 4e
Condrey, Handbook of Human Resources Management in Government, 2e
Cooper, The Responsible Administrator, 5e
Dove, Conducting a Successful Capital Campaign, Revised and Expanded
Feinglass, The Public Relations Handbook for Nonprofits
Gastil and Levine, The Deliberative Democracy Handbook
Herman, The Jossey-Bass Handbook of Nonprofit Leadership and Management, 2e
Keehley and Abercrombie, Benchmarking in the Public and Nonprofit Sectors, 2e
Kotler et al., Museum Marketing and Strategy, 2e
Lewis, The Ethics Challenge in Public Service, 2e
Linden, Working Across Boundaries
Oster, Generating and Sustaining Nonprofit Earned Income
Pawlak, Designing and Planning Programs for Nonprofit and Government Organizations
Poister, Measuring Performance in Public and Nonprofit Organizations
Rea and Parker, Designing and Conducting Survey Research, 3e
Rainey, Understanding and Managing Public Organizations, 3e
Snow and Phillips, Making Critical Decisions
Tempel, Hank Rosso’s Achieving Excellence in Fundraising, 2e
Wholey et al., Handbook of Practical Program Evaluation, 2e
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Y
HUMAN RESOURCES
MANAGEMENT
FOR PUBLIC AND
NONPROFIT
ORGANIZATIONS
A STRATEGIC APPROACH
THIRD EDITION
Joan E. Pynes
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Copyright © 2009 by John Wiley & Sons, Inc. All rights reserved.
Published by Jossey-Bass
A Wiley Imprint
989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form
or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as
permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior
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be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ
07030, 201-748-6011, fax 201-748-6008, or online at www.wiley.com/go/permissions.
Readers should be aware that Internet Web sites offered as citations and/or sources for further
information may have changed or disappeared between the time this was written and when it is read.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best
efforts in preparing this book, they make no representations or warranties with respect to the accuracy
or completeness of the contents of this book and specifically disclaim any implied warranties of
merchantability or fitness for a particular purpose. No warranty may be created or extended by sales
representatives or written sales materials. The advice and strategies contained herein may not be suitable
for your situation. You should consult with a professional where appropriate. Neither the publisher nor
author shall be liable for any loss of profit or any other commercial damages, including but not limited to
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Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass directly,
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Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears in print
may not be available in electronic books.
Library of Congress Cataloging-in-Publication Data
Pynes, Joan.
Human resources management for public and nonprofit organizations : a strategic approach /
Joan E. Pynes.—3rd ed.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-470-33185-9 (cloth/website)
1. Nonprofit organizations—United States—Personnel management. 2. Public
administration—United States—Personnel management. I. Title.
HF5549.2.U5P96 2009
658.3—dc22
2008032854
Printed in the United States of America
THIRD EDITION
HB Printing
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CONTENTS
Figures, Tables, and Exhibits xi
Exercises xiii
Preface
xv
Acknowledgments
The Author
xxiii
xxiv
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
11
The New Public Service
22
Today’s Context for Human Resources Management
Conclusion
23
27
v
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vi
Contents
2 Strategic Human Resources Management and Planning 31
The Changing Role of Human Resources Management
Human Resources Outsourcing
36
Strategic Human Resources Management
Human Resources Planning
33
38
39
Evaluating the Effectiveness of Strategic Human Resources Management
46
Problems and Implications of Strategic Human Resources Management
47
Conclusion
49
3 The Legal Environment of Human Resources Management
Federal Equal Employment Opportunity Laws
Proving Employment Discrimination
56
66
Affirmative Action: Executive Orders and Other Federal Laws
Affirmative Action
68
71
Constitutional Rights
73
Additional Protections for Employees
Conclusion
55
78
80
4 Managing a Diverse Workforce
Glass Ceilings
88
91
Why Diversity Is Important
Sexual Harassment
96
Employer Liability
99
Sexual Orientation
99
92
What Does It Mean to Be Transgendered?
Changes in the Nonprofit Landscape
101
102
The Difference Between Compliance with Laws and Managing Diversity
105
Strategic Human Resources Management Implications
for Managing Diversity 107
Conclusion
110
5 Volunteers in the Public and Nonprofit Sectors 115
Use of Volunteers
117
Volunteer Motivation
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119
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Contents
vii
Barriers to Volunteer Recruitment
Recruitment
120
The Prerecruitment Process
Managing Volunteers
Volunteer Recognition
128
129
130
Volunteer Protection Act
Service Initiatives
131
Governing Boards
132
Conclusion
122
126
Orientation and Training
Evaluation
120
131
139
PART TWO: METHODS AND FUNCTIONS OF
HUMAN RESOURCES MANAGEMENT 145
6 Job Analysis 149
Legal Significance of Job Analysis Data
151
Job Analysis Information and Methods
153
Designing a Job Analysis Program
Strategic Job Analysis
164
Competency Modeling
166
Job Analysis Techniques
171
Contextual Performance
174
Conclusion
158
175
7 Recruitment and Selection in the Public and
Nonprofit Sectors 180
Recruitment
181
Screening Applicants
189
Executive and Managerial Recruitment and Selection
Conclusion
207
209
8 Performance Management 215
Motivation
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218
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viii
Contents
Developing an Evaluation Program
Rater Training
223
224
Who Should Rate?
227
Executive Evaluation
Documentation
228
231
Evaluation Review
232
Ethical Issues in Performance Appraisal
Performance Appraisal Techniques
233
234
Team-Based Performance Techniques
241
Employee and Management Motivations: Public and
Nonprofit Organizations Versus For-Profit Organizations
Conclusion
245
246
9 Compensation 251
Equity
252
Executive Compensation and Benefits
269
Federal Laws Governing Compensation
271
State and Local Government Minimum Wages
Living Wages
274
Comparable Worth
Conclusion
10 Benefits
276
280
284
Required Benefits
285
Discretionary Benefits
289
Quality-of-Work and Quality-of-Life Issues
Conclusion
274
297
303
11 Training and Development 308
The Training Process
311
Career Development
325
Managerial and Executive Development
Conclusion
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327
334
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Contents
ix
12 Labor-Management Relations: Collective Bargaining
in the Public and Nonprofit Sectors 339
The History of Private Sector Collective Bargaining
340
Collective Bargaining in Nonprofit Organizations
343
Collective Bargaining in the Federal Government
344
Collective Bargaining in State and Local Governments
Concepts and Practices of Collective Bargaining
Public Sector Distinctions
346
358
Nonprofit Sector Distinctions
362
Privatization of Public Services
366
Conclusion
346
367
13 Strategic Human Resource Management and Technology
Information Systems Technology
Organizational Change
375
376
Types of Information Systems
378
Information Systems Design
380
Information Technology Resource Policies
Human Resource Information Systems
381
383
Electronic Human Resources Management
388
Strategic Human Resources Management
389
Conclusion
373
390
14 Conclusion: Challenges for Public and
Nonprofit Organizations 395
What to Expect
395
Challenges of Strategic Human Resources Management
Change in Skill Requirements
Conclusion
References
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398
399
400
401
Name Index
431
Subject Index
437
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FIGURES, TABLES, AND EXHIBITS
Figures
4.1
13.1
Change Model for Work on Diversity 109
Uses of Human Resources Information Systems
384
Tables
1.1
1.2
1.3
5.1
6.1
9.1
9.2
9.3
IRS Organization Reference Chart 12
Number of Nonprofit Organizations in the United States, 1996–2006 17
National Taxonomy of Exempt Entities: Broad Categories 19
Grid for Matching Incumbent and Potential Board Members 136
Department of Labor Worker Functions 172
General Schedule Pay Scale: Annual Rates by Grade and Step 259
City-County Library District Salary and Wage Schedule 260
Comparable Municipal Market Study for Select Local
Government Positions 263
xi
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xii
Figures, Tables, and Exhibits
Exhibits
5.1
6.1
6.2
6.3
6.4
6.5
7.1
8.1
8.2
8.3
8.4
8.5
8.6
9.1
11.1
11.2
12.1
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Information Sheet on Prospective Appointee for Citizen
Board or Commission 125
Job Analysis Questionnaire 154
Structured Task Questionnaire 156
Example Job Descriptions 160
Competencies of Canadian Public Managers 167
American Cancer Society Competencies 169
Resources for Job Seekers 186
Common Rating Errors 225
Trait Rating Scale 236
Behaviorally Anchored Rating Scale 238
Management by Objectives Rating Scale 239
Sample Critical Incidents Report 240
Questions to Consider When Developing a
Performance Evaluation System 244
Typical Compensable Factors 256
Montgomery County, Maryland, Leadership Competencies 328
Leadership Competencies Expected of
Senior Executive Service Executives 330
National Labor Relations Board Jurisdictional Standards in
Effect as of July 1990 342
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EXERCISES
1.1
2.1
2.2
3.1
3.2
4.1
4.2
5.1
5.2
6.1
6.2
7.1
7.2
8.1
8.2
9.1
Art Museums Are Looking for Leaders 29
Nature Conservancy’s Leader Abruptly Steps Down 52
Travis County, Texas, Facing a Brain Drain 53
A Muslim Woman’s Right to Wear a Head Scarf at Work 84
State and Local Laws on Human Resources Management 85
Susan-Steve Stanton 112
Tattoos and Piercing: Are They Acceptable in Public Safety
Positions? 113
Voluntourism 141
Screening for Terrorists 142
General Manager and Chief Executive of the Walter E. Washington
Convention Center Resigns 177
Caseworkers Often Face Tremendous Difficulties 178
Recruiting Medical Personnel in Southwest Florida 211
Boomerang Database Used to Recruit Retirees Back to
the Labor Force 213
The HR Director Resigns Immediately 248
Why Executive Directors Get Fired 249
Compensation and Retirement Benefits from the United Way
of Metropolitan Atlanta 281
xiii
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xiv
Exercises
9.2
10.1
10.2
11.1
11.2
12.1
12.2
13.1
13.2
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Are There Too Few Troopers for Safety? 282
Supporting Adoption in Carmel, Indiana 304
Depression Reported by 7 Percent of the Workforce 305
Improving Leadership Prospects for Women at Jewish Charities
Training First Responders in Water Rescue 337
No Union-Related E-Mail 370
Teachers at New York City Catholic Schools Strike 371
No-E-Mail Fridays 392
Tracking Workers Through Technology 393
336
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PREFACE
S
trategic human resources management (SHRM) is the integration
of human resources management (HRM) with the strategic mission
of the organization. It adapts human resources policies and practices to
meet the challenges that agencies face today, as well as those they will face
in the future. What was written in the previous editions of this book is
just as important today. Human resources management departments must
take a proactive role in guiding and supporting agency efforts to meet the
changing demands of their external and internal environments.
Government and nonprofit organizations are facing many challenges:
the tight budgets brought about by declines in tax revenues, declines in
consumer spending, increases in unemployment, and federal government
obligations in Iraq have reduced the federal dollars flowing to programs
in state and local government programs. President Bush has proposed
reducing Community Development Block Grants, Child Care Development Block Grants, Social Services Block Grants, the Low-Income Home
Energy Assistance Program, and other programs. Also proposed are cuts
to Medicare and Medicaid, as well as a reduction in funding for the Corporation for Public Broadcasting and the National Endowment for the
Arts ( Jensen & Perry, 2008). Reductions in public dollars and private donations have required public and nonprofit organizations to lay off staff,
even as demands for many services continue to increase. These changes
xv
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xvi
Preface
have occurred simultaneously with increasing demands for efficient and
effective services.
The new public service has become more diverse. Changing demographics have resulted in an increase in the number of employees who are
women, members of ethnic and racial minorities, persons with disabilities, and employees from different generations with different knowledge,
skills, abilities, and other characteristics (KSAOCs). Graduates of schools
of public policy and administration are likely to take jobs in the nonprofit
sector and show a greater interest in seeking employment opportunities in
the private sector. Today’s graduates are moving across the three sectors,
looking for challenging work and the opportunity to learn new skills. Master of business administration graduates are also looking for challenging
work. This presents an opportunity and challenge for public and nonprofit
organizations to design an HRM system that will recruit individuals wanting a challenge, keep them motivated, and enable them to make a difference through their work.
Changes in information technology and automation have led to the
restructuring of many public and nonprofit agencies. Advances in technology have enabled employees to work from their homes, provided opportunities for more flexible work hours, and increased the employment
options for disabled individuals. Computer networks, videoconferencing,
and streaming video have changed communication patterns. Information technology is increasingly being used not only to automate routine
tasks, but also to restructure and integrate service delivery procedures and
programs.
Organizations must do more than just adapt to internal changes. They
must also seek better ways to meet the expectations of citizens, clients,
funding sources, foundations, elected officials, boards of directors, interest
groups, and the media.
The public sector is becoming less involved in direct service delivery. Government at all levels is increasingly relying on nonprofit and private sector organizations to provide services. Government work is being
implemented through a network of contracting, intergovernmental
grants, vouchers, tax credits, regulations, and other indirect administrative approaches. While the federal government in particular is reducing
the number of individuals it directly employs, it continues to need a sizable
“shadow” to accomplish its mission (Light, 1999). These employees are
part of the shadow that is created when public goods and services are provided through private, nonprofit, or state and local entities. According to
Light, many of the nation’s most challenging public service jobs are now
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Preface
xvii
found outside the federal government, not inside it. Kettl (2002, p. 120)
notes the following:
Government has come to rely heavily on for-profit and nonprofit
organizations for delivering goods and services ranging from antimissile
systems to welfare reform. These changes have scarcely obliterated the
role of Congress, the president and the courts. State and local governments have become even livelier. Rather, these changes have layered
new challenges on top of the old ones, under which the system already
mightily struggles. New process-based problems have emerged as well:
How can hierarchical bureaucracies, created with the presumption that
they directly deliver services, cope with services increasingly delivered
through multiple (often nongovernmental) partners? Budgetary control
processes that work well for traditional bureaucracies often prove less
effective in gathering information from nongovernmental partners
or in shaping their incentives. Personnel systems designed to insulate
government from political interference have proven less adaptive to
these new challenges, especially in creating a cohort of executives skilled
in managing indirect government.
Declining revenues combined with demographic changes, changes
in employees’ values, and the need to retain effective workers are some
of the forces that have compelled public and nonprofit organizations
to become concerned with their very survival. These changes require
a more flexible and skilled workforce. To survive, organizations need
employees with new skills. Hard Truths/Tough Choices (National Commission on the State and Local Public Service, 1993) identified five skill areas
that the public manager needs: competency in team building, competency in communication, competency in involving employees, commitment to cultural awareness, and commitment to quality. These skills have
HRM implications for employee recruitment, selection, and training.
Public and nonprofit sector jobs are increasingly professional in nature,
requiring higher levels of education. At the same time, there is a decrease
in jobs that are physically demanding. Employees in public and nonprofit
agencies often deal with a variety of people, many of whom have a stake
in the agency. Taxpayers, clients, customers, elected officials, donors,
contractors, board members, and special interest groups are just some
of the stakeholders concerned about agency performance. Employers
must ask themselves how to meet the public’s objectives and satisfy the
organization’s stakeholders.
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xviii
Preface
More recently there has been an emphasis on human capital: a
recognition that employees are an agency’s most important organizational asset. Workers define its character, affect its capacity to perform, and
represent the knowledge base of the organization. Despite this acknowledgment, it has been noted that there is little strategic human capital
management being executed in federal agencies. Reports indicate that the
following activities are lacking: (1) leadership, continuity, and succession
planning; (2) strategic human capital planning and organizational alignment; (3) acquiring and developing staffs whose size, skills, and use meet
agency needs; and (4) creating results-oriented organizational cultures. All
have been identified as challenges facing the federal government (General
Accounting Office 2001a, 2001b, 2002a). State and local governments and
nonprofit and for-profit organizations are facing these same human capital challenges (Adams, 2006; Kunreuther, 2005; Cornelius, Corvington,
& Ruesga, 2008; Hall, 2006a; Halpern, 2006; Light, 1998, 2000a,
2000b; Partnerships for Public Service, 2005; Brockbank, Johnson, &
Ulrich, 2008).
To be strategic partners, HRM departments must possess high levels of professional and business knowledge. HRM must establish links to
enhancing organizational performance and be able to demonstrate on a
continuing basis how its activities contribute to the organization’s success
and effectiveness.
Public and nonprofit agencies must be flexible and attuned to the
needs of society. They must seek to improve the quality of their services by
engaging in SHRM. Recruitment and selection strategies must be innovative, career development opportunities must be provided, work assignments
must be flexible, and policies must reward superior performers and hold
marginal employees accountable. These policies must be developed and
administered according to the principles of equity, efficiency, and effectiveness. Performance standards must be designed to promote the goals and
values of organizations.
Historically, HRM has been seen as Cinderella—on the periphery, not
integrated into the core of agency functions. Fitz-enz (1996, p. 3) notes
that historically personnel departments were either dumping grounds for
“organizational casualties”—likable employees who were not proficient
in other tasks—or staffed with employees from line functions, neither of
whom had any formal education in personnel administration. He also attributes the peripheral relationship of HRM departments to other functional
departments to the fact that for years, it was believed that organizations
could not measure or quantify what the HRM department accomplished
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xix
or contributed to the organization’s bottom line. HRM departments did
not speak in financial terms, the common denominator of business language, and were not very good at communicating the relationship between
successful HRM programs and organizational success. As a result, most
HRM departments were denied access to the organization’s strategic planning processes and forced into reactive activities instead of being allowed
to collaborate with the other management teams to formulate policies and
determine future objectives. This approach has been a mistake. Research
in the private sector has found that returns on wise HRM policies can
surpass returns from other resources (Cascio, 2000; Cascio & Boudreau,
2008; Fitz-enz, 1996, 2002). In the public and nonprofit sectors, where
60 to 80 percent of expenditures are for personnel, SHRM is even more
important than in the private sector.
Purpose and Audience
This book addresses SHRM issues in nonprofit and public agencies.
Although many textbooks address public personnel or HRM, only a few
are dedicated to the nonprofit sector, thus omitting a significant partner
that provides services beneficial to society. Topics such as recruiting and
managing volunteers and working with a board of directors have not
been addressed. There are other omissions as well, such as a discussion of
nonprofit labor relations. For example, nonprofit labor relations are governed by the amended National Labor Relations Act (the Labor-Management Relations Act), while most federal employees fall under the Federal
Service Labor-Management Relations Statute (Title VII of the Civil Service Reform Act of 1978), and state and local government employees are
guided by their respective public employee relations statutes. In the public
sector, an applicant’s or employee’s religion is irrelevant, and discrimination
because of religion is prohibited. However, religiously affiliated nonprofits
that provide services of a religious nature may, in special circumstances, discriminate against applicants or employees on the basis of their religion.
Because service provider nonprofits are typically the recipients of
government contracts and grants, a new intergovernmental environment has emerged as nongovernmental organizations have increasingly
been used to implement public policy. Kramer and Grossman (1987)
and Salamon (1995, 1999) refer to this new interorganizational environment as the “new political economy,” the “contract state,” or “nonprofit
federalism,” while Light (1999) refers to it as “shadow government.”
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xx
Preface
The emphasis in this book is on nonprofits that are closely associated
with providing a public benefit or service or with solving a problem on
behalf of the public interest. It focuses on nonprofits that are responsible
for delivering health care, social services, education, arts, advocacy, and
research. The objectives of these nonprofits often parallel those of many
government agencies in terms of the individual and community services
they provide.
Public organizations and nonprofits are similar in that they define
themselves according to their missions or the services they offer. These
services are often intangible and difficult to measure. The clients receiving
public or nonprofit services and the professionals delivering them make
very different judgments about the quality of those services. Both sectors
are responsible to multiple constituencies: nonprofits are responsible to
supporters, sponsors, clients, and government sources that provide funding and impose regulations; and public agencies to their respective legislative and judicial branches and to taxpayers, cognate agencies, political
appointees, clients, the media, and other levels of government (Kanter &
Summers, 1987; Starling, 1986). Lipsky and Smith (1989–1990) comment
that public and private service organizations share many characteristics:
the need to process clients through systems of eligibility and treatment, the
need to maintain a competent staff to be effective, and the need to account
for financial expenditures. These organizations are also expected to be fair
(equitable), accommodate likely and unanticipated complexities (responsive), protect the interests of sponsors in minimizing costs (efficient), be
true to their mandated purposes (accountable), and be honest (fiscally
honorable).
The conceptual foundation of this book is strategic human resources
management. SHRM is the integration of human resources management
with the strategic mission of the organization. It adapts human resources
policies and practices to meet the challenges agencies face today, as well
as those they will face in the future. Human resources departments must
take a proactive role in guiding and supporting agency efforts to meet the
changing demands of their environments. The information provided in
this book is to be used to improve the effectiveness of HRM activities.
In many organizations, HRM policies and practices develop as needed,
with little integration of the organization’s future needs. Often policies are
developed to solve an immediate problem, with no thought to their longterm implications. Such policies and practices lock the agency into inflexible modes of operation, leaving them unable to see that other strategies
might be more appropriate.
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Preface
xxi
This book emphasizes the importance of HRM functions, revealing
them as major contributors to the accomplishment of the agency’s mission in the present and as the agency changes. The purpose of the book
is to provide practitioners, policymakers (such as elected officials), and
board members of local, state, federal, and nonprofit organizations with
an understanding of the importance of SHRM in managing change. It
provides the guidance necessary to implement effective HRM strategies.
The book was also written to be a textbook for use in public administration and nonprofit management graduate programs that offer courses
in personnel administration, HRM, strategic planning, and nonprofit management. While the literature on nonprofit management has increased in
recent years, little information exists that addresses nonprofit HRM concerns. This book should help fill that void. As more public administration
programs offer a specialization in nonprofit management, it is important
that resources be available to target the challenges that both the public and
nonprofit sectors face.
Overview of the Contents
Part One introduces the context and environment of human resources
management. Chapter One discusses human resources management
and explains what public and nonprofit organizations are, how society and workplaces have changed, and the HRM implications of those
changes. Chapter Two explains how SHRM and human resources planning are imperative if agencies are going to remain competitive and be
able to accomplish their missions; it also discusses how the role of human
resource specialists has to change as well. Chapter Three presents the
legal environment of human resources management, and Chapter Four
discusses the importance of managing diversity if organizations expect
to prosper. The importance of managing volunteers and how SHRM
practices can assist in making the volunteer experience productive for the
agency and satisfying to the volunteers and board members is the topic of
Chapter Five.
Part Two presents the techniques and functional areas of HRM. Examples are provided in each chapter. Chapter Six explains the importance of
job analysis before executing HRM policies or developing job descriptions,
performance appraisal instruments, training and development programs,
and recruitment and selection criteria. A variety of job analysis techniques
are discussed. In Chapter Seven, recruitment and selection techniques are
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Preface
explained. Drug testing, physical ability tests, psychological examinations,
and other selection techniques used in the public and nonprofit sectors are
summarized. At the end of the chapter, important psychometric concepts
are explained. There is also information on practical intelligence, emotional intelligence, adaptability, multiple intelligences, and organizational
citizen performance behaviors. Performance management and evaluating
employees’ performance is the focus of Chapter Eight. Different performance appraisal techniques are explained and their strengths and weaknesses identified. The importance of rater training and documentation is
noted. Ethical issues in performance appraisal are discussed, as are merit
pay and 360-degree evaluations. Chapter Nine identifies the internal
and external factors that influence compensation policies and practices.
The techniques used to develop pay systems are discussed. Examples of
job evaluation systems are provided, and nontraditional pay systems are
explained. In Chapter Ten, employer-provided benefits and pensions
are discussed.
The focus of Chapter Eleven is training and development activities.
Changes in technology and demographics and the development of new
responsibilities and expectations have made training and career development more important than ever before. Identifying training needs,
developing training objectives and the curriculum, and evaluating training are explored. Different training formats are summarized. The chapter
concludes with examples of management training and career development
programs. Chapter Twelve discusses collective bargaining in the public and
nonprofit sectors. The legal environment of labor-management relations
for nonprofit, federal, state, and local employees is explored. Definitions
and explanations are provided for concepts such as unit determination,
union security, unfair labor practices, management rights, impasse resolution, and grievance arbitration. The reasons that unions exist in the public
and nonprofit sectors are examined. Chapter Thirteen discusses strategic
human resource management and information technology. The last chapter provides an overall conclusion. It summarizes the key lessons presented
in the book, which I hope will convince public and nonprofit administrators of the importance of strategic HRM.
Tampa, Florida
November 2008
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Joan E. Pynes
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ACKNOWLEDGMENTS
A
number of people have made valuable contributions to this book.
I thank Allison Brunner, Rebecca Heider, and Kathleen Dolan Davies
from Jossey-Bass, as well as the four anonymous reviewers for their helpful
comments and suggestions, which I have made whenever possible.
As in the first edition, friends, colleagues, and students provided assistance
by contributing workplace examples, reviewing chapters, or both. Specifically, I thank Anne Goldyche Dailey, Patricia Goldstein, and Patricia Murray
for their observatio
