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List of Figures, Tables, and Exhibits
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
Today’s Context for Human Resources Management
Conclusion
2 Strategic Human Resources Management and Planning
The Changing Role of Human Resources Management
Human Resources Outsourcing
Strategic Human Resources Management and Human Resources Planning
Human Resources Planning
Human Resource Information Systems and Electronic Human Resources Management
Implementing Strategic Human Resources Management
Evaluating the Effectiveness of Strategic Human Resources Management (SHRM)
Problems and Implications of Strategic Human Resources Management
Ethical Standards for Human Resources Management
Conclusion
3 Federal Equal Employment Opportunity Laws and Other Employee Protections Federal Equal Federal Equal Opportunity Laws
Proving Employment Discrimination
Affirmative Action: Executive Orders and Other Federal Laws
Constitutional Rights
Additional Protections for Employees
Conclusion
4 Managing a Diverse Workforce
Glass Ceilings, Sticky Floors, Glass Walls, and Glass Escalators
Why Diversity Is Important
Cultural Competency
Sexual Harassment
Employer Liability
Sexual Orientation
Changes in the Nonprofit Landscape
The Difference Between Complying with Laws and Managing Diversity
Strategic Human Resources Management Implications for Managing Diversity
Conclusion
Part Two: Methods and Functions of Human Resources Management
5 Job Analysis
Legal Significance of Job Analysis Data
Job Analysis Information and Methods
Designing a Job Analysis Program
Job Description and Job Specification
Strategic Job Analysis
Competency Modeling
Job Analysis Techniques
Contextual Performance
Conclusion
6 Recruitment and Selection
Recruitment
Recruiting for Local Governments and NonprofitsScreening Applicants
Executive and Managerial Recruitment and Selection
Conclusion
7 Compensation
Equity
Executive Compensation and Benefits
Federal Laws Governing Compensation
State and Local Government Minimum Wages
Conclusion
8 Benefits
Required Benefits
Discretionary Benefits
Quality -of-Work and Quality-of-Life Issues
Conclusion
9 Training and Development
The Training Process
Career Development
Managerial and Executive Development
Conclusion
10 Performance Management
Motivation
Developing an Evaluation Program
Rater Training
Who Should Rate?
Executive Evaluation
Documentation
Performance Evaluation Interview
Ethical Issues in Performance Appraisal
Performance Appraisal Techniques
Team-Based Performance Techniques
Conclusion
11 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
Privatization of Public Services
Conclusion
12 Volunteers
Use of Volunteers
Volunteer Motivation
Barriers to Volunteer Recruitment
Recruitment
The Prerecruitment Process
Managing Volunteers
Orientation and Training
Volunteer Recognition
Evaluation
The Volunteer Protection Act
Governing Boards
Conclusion
13 Conclusion: Challenges for Public and Nonprofit Organizations
What to Expect
Challenges of Strategic Human Resources Management
Change in Skill Requirements
References
Name Index
Subject Index
CART
Other versions by this Author
