Human Resources Management for Public and Nonprofit Organizations

145

PART TWO

METHODS AND FUNCTIONS

OF HUMAN RESOURCES

MANAGEMENT

Y

S

trategic human resources management (SHRM) depends on the

successful integration and execution of human resources management

(HRM) methods and functions. The chapters in Part Two explore the

importance of job analysis, recruitment and selection, performance evalu-

ation, compensation, benefi ts, training and career development, collective

bargaining, and information systems.

Chapter Six discusses the importance of job analysis. A job analysis

is a systematic process of collecting data for determining the knowledge,

skills, abilities, and other characteristics (KSAOCs) required to success-

fully perform a job and make judgments about the nature of a specifi c

job. Information collected through a job analysis is applied to most HRM

activities, such as recruitment and selection, development of compensa-

tion systems, human resources planning, career development and training,

performance evaluation, risk management, and job design. The nature of

work — how tasks, behaviors, and responsibilities are assigned to different

jobs and how different jobs relate to one another — is explained.

Recruitment and selection are examined in Chapter Seven. Strategic

human resources management depends on the successful recruitment and

selection of qualifi ed individuals. Recruitment is the process of attracting

qualifi ed candidates to apply for vacant positions within an organization.

Selection is the fi nal stage of the recruitment process, when decisions are

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