Human Resources Management for Public and Nonprofit Organizations

Preface xxi

This book emphasizes the importance of HRM functions, revealing

them as major contributors to the accomplishment of the agency ’ s mis-

sion in the present and as the agency changes. The purpose of the book

is to provide practitioners, policymakers (such as elected offi cials), and

board members of local, state, federal, and nonprofi t organizations with

an understanding of the importance of SHRM in managing change. It

provides the guidance necessary to implement effective HRM strategies.

The book was also written to be a textbook for use in public adminis-

tration and nonprofi t management graduate programs that offer courses

in personnel administration, HRM, strategic planning, and nonprofi t man-

agement. While the literature on nonprofi t management has increased in

recent years, little information exists that addresses nonprofi t HRM con-

cerns. This book should help fi ll that void. As more public administration

programs offer a specialization in nonprofi t management, it is important

that resources be available to target the challenges that both the public and

nonprofi t sectors face.

Overview of the Contents

Part One introduces the context and environment of human resources

management. Chapter One discusses human resources management

and explains what public and nonprofit organizations are, how soci-

ety and workplaces have changed, and the HRM implications of those

changes. Chapter Two explains how SHRM and human resources plan-

ning are imperative if agencies are going to remain competitive and be

able to accomplish their missions; it also discusses how the role of human

resource specialists has to change as well. Chapter Three presents the

legal environment of human resources management, and Chapter Four

discusses the importance of managing diversity if organizations expect

to prosper. The importance of managing volunteers and how SHRM

practices can assist in making the volunteer experience productive for the

agency and satisfying to the volunteers and board members is the topic of

Chapter Five.

Part Two presents the techniques and functional areas of HRM. Exam-

ples are provided in each chapter. Chapter Six explains the importance of

job analysis before executing HRM policies or developing job descriptions,

performance appraisal instruments, training and development programs,

and recruitment and selection criteria. A variety of job analysis techniques

are discussed. In Chapter Seven , recruitment and selection techniques are

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