Public and nonprofit organizations face difficult challenges today that make the strategic management of human resources crucial. This book shows how to integrate HR practices with the mission of their organization. An accessible tool complete with an instructor s manual, this book provides an integrated approach to current HR concerns and is unique in its focus on both public and nonprofit agencies. Offering guidance and techniques for implementing effective human resource management strategies job analysis, performance evaluation, recruitment and selection, training and development, compensation and benefits, and collective bargaining Pynes demonstrates how strategic human resources management is essential to proactively managing change.
Joan E. Pynes is a professor of public administration at the University of South Florida and the author of numerous articles and chapters on public and nonprofit human resources management.
List of Tables, Figure, and Exhibits.List of Exercises.Preface.Acknowledgments.The Author.PART ONE: HUMAN RESOURCES MANAGEMENT IN CONTEXT.1. Introduction to Human Resources Management in the Public and Nonprofit Sectors.The Public Sector.The Nonprofit Sector.The New Public Service.Today's Context for Human Resources Management.Summary.2. Strategic Human Resources Management and Planning.The Changing Role of Human Resources Management.Human Resources Outsourcing (HRO).Strategic Human Resources Management.Human Resources Planning.Evaluating the Effectiveness of Strategic Human Resources Management (SHRM).SHRM Audit.HR Benchmarking and Return on Investment (ROI).Problems and Implications of Strategic Human Resources Management.Summary.3. The Legal Environment of Human Resources Management.Federal Equal Employment Opportunity Laws.Proving Employment Discrimination.Affirmative Action: Executive Orders and Other Federal Laws 79.Constitutional Rights.Whistle Blower Protections.Employment At-Will.Summary.4. Managing a Diverse Workforce.Glass Ceilings.Sexual Harassment.Employer Liability.Sexual Orientation.Changes in the Nonprofit Landscape.What Does it Mean to be Transgendered.The Difference Between Compliance with Laws and Managing Diversity.Strategic Human Resources Implications for Managing Diversity.Summary.5. Volunteers in the Public and Nonprofit Sector.Use of Volunteers.Volunteer Motivation.Barriers to Volunteer Recruitment.Recruitment.The Pre-recruitment Process.Managing Volunteers.Orientation and Training.Volunteer Recognition.Evaluation.Volunteer Protection Act.Service Initiatives.Governing Boards.Public Governing Boards.Nonprofit Governing Boards.Summary.PART TWO: METHODS AND FUNCTIONS OF HUMAN RESOURCES MANAGEMENT.6. Job Analysis.Legal Significance of Job Analysis Data.Job Analysis Information and Methods.Designing a Job Analysis Program.Strategic Job Analysis.Competency Modeling.Job Analysis Techniques.Contextual Performance.Summary.7. Recruitment and Selections.Recruitment.Screening Applicants.Executive/Managerial Recruitment.Summary.8. Performance Management.Motivation.Developing an Evaluation Program.Rater Training.Who Should Rate?Executive Evaluation.Documentation.Evaluation Review.Ethical Issues in Performance Appraisal.Performance Appraisal Techniques.Team Based Performance Techniques.Public Service Motivation.Summary.9. Compensation.Equity.Executive Compensation.Federal Laws Governing Compensation.Summary.10. Benefits.Required Benefits.Optional Benefits.Summary.11. Training and Development.Needs Assessment.Developing Training Objectives.Developing the Curriculum.Delivering Training.Evaluating Training.Career Development.Managerial and Executive Development.Summary.12. Labor-Management Relations: Collective Bargaining in the Public and Nonprofit Sectors.The History of Private Sector Collective Bargaining.Collective Bargaining in Nonprofit Organizations.Collective Bargaining in the Federal Government.Collective Bargaining in State and Local Governments.Concepts and Practices of Collective Bargaining.Public Sector Distinctions.Nonprofit Sector Distinctions.Summ