Human Resources Management for Public and Nonprofit Organizations
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HR Management

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

By Joan E. Pynes
Jossey-Bass August 2013

Specifications

ISBN-13
9781118398623
Publisher
Jossey-Bass
Publication
August 2013
Format
Paperback , 528 pages
Jurisdiction
International ? Countri(es) for reference only

Details

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

List of Figure, Tables, and Exhibits xiii

Exercises xv

Preface xvii

Acknowledgments xxv

The Author xxvii

PART ONE: HUMAN RESOURCES MANAGEMENT IN CONTEXT 1

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

The Public Sector 5
The Nonprofi t 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, Affi rmative Action, and Other Federal Laws 88
Affi rmative 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 Nonprofi t Landscape 125
The Difference between Complying with Laws and Managing Diversity 126
Contents ix
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 Specifi cation 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 Nonprofi ts 181
Screening Applicants 184
Executive and Managerial Recruitment and Selection 202
Conclusion 204

7 Compensation 211

Equity 212
Executive Compensation and Benefi ts 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 Nonprofi t Sectors 341

The History of Private Sector Collective Bargaining 342
Collective Bargaining in Nonprofi t 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
Nonprofi t 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

References 415

Name Index 455

Subject Index 463

About the Author

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.

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