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

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Overview

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.

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Product Details

Meet 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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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 Nonprofit Sectors 3

The Public Sector 5

The Nonprofit 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, Affirmative Action, and Other Federal Laws 88

Affirmative 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 Nonprofit Landscape 125

The Difference between Complying with Laws and Managing Diversity 126

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 Specification 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 Nonprofits 181

Screening Applicants 184

Executive and Managerial Recruitment and Selection 202

Conclusion 204

7 Compensation 211

Equity 212

Executive Compensation and Benefits 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 Nonprofit Sectors 341

The History of Private Sector Collective Bargaining 342

Collective Bargaining in Nonprofit 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

Nonprofit 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

LIST OF FIGURE, TABLES, AND EXHIBITS Figure

2.1 Uses of Human Resources Information Systems 51

Tables

1.1 IRS Organization Reference Chart 12

1.2 Number of Nonprofit Organizations in the United States,

1999–2009 16

1.3 National Taxonomy of Exempt Entities: Broad Categories 18

3.1 Federal Statutes Related to Equal Employment Opportunity 83

3.2 International Comparison of Antidiscrimination Criteria Covered by Law 85

5.1 Department of Labor Worker Functions 165

7.1 General Schedule Pay Scale, 2012 Annual Rates by Grade and Step 219

7.2 City-County Library District Salary and Wage Schedule 220

7.3 Comparable Municipal Market Study for Annual Salaries for Select Local Government Positions 222

7.4 International Comparison of Working Hours 238

7.5 Minimum Wage International Comparison 239

8.1 International Comparison of Benefi ts 266

8.2 International Comparison of Parental Leave 268

11.1 International Comparison of Unions and Collective Bargaining Rights 368

12.1 Grid for Matching Current and Potential Board Members 398

Exhibits

5.1 Job Analysis Questionnaire 147

5.2 Structured Task Checklist 149

5.3 Examples of Job Descriptions 154

5.4 Competencies for Supervisory and Leadership Position 161

5.5 Foreign Service Officer Competencies 163

6.1 Resources for Job Seekers 182

7.1 Typical Compensable Factors 216

10.1 The Many Purposes of Appraisal 305

10.2 Common Rating Errors 314

10.3 Trait Rating Scale 324

10.4 Behaviorally Anchored Rating Scale 325

10.5 Management by Objectives Rating Scale 327

10.6 Sample Critical Incidents Report 328

10.7 Questions to Consider When Developing a Performance Evaluation System 332

11.1 National Labor Relations Board Jurisdictional Standards in Effect July 1990 344

12.1 Volunteer Application for Natural Resources Agencies 386

EXERCISES

1.1 Art Museums Are Looking for Leaders 34

2.1 State and Local Government Workforce: 2012 Trends 64

2.2 Some Nonprofits Are Hiring 65

3.1 A Muslim Woman ’s Right to Wear a Head Scarf at Work 107

3.2 States Are Taking the Lead on Family Discrimination Laws 108

4.1 Employers in Singapore Adopt a Pledge of Fair Employment Practices 131

4.2 Tattoos in the Workplace 133

5.1 Hiring a Social Media Director 170

5.2 Caseworkers Often Face Tremendous Difficulties 171

6.1 EEOC Cautions against Making Employment Decisions Based on Criminal Records 206

6.2 Barring Discrimination against Unemployed Applicants 207

7.1 Compensation and Retirement Benefits Reform in New York State 242

7.2 The Gender Gap in Wages Still Exists in 2011 243

8.1 Smokers Need Not Apply 271

8.2 Public Pensions Are Undergoing Changes 272

9.1 Using Video Games for Driver Training 298

9.2 Swapping Jobs 299

10.1 Office of Personnel Management Director Says Federal Employees Need More Frequent Feedback 335

10.2 Ethical Lapses and Performance Problems at the Stanislaus Community Assistance Project 336

11.1 Union Members in Spain and Italy Go on Strike 373

11.2 Labor Talks and Social Media 374

12.1 Voluntourism 403

12.2 Millennials ’ Job Satisfaction Is Increased by Corporate Volunteer Programs 404

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