395Y
T
he chapters in Part One of this book addressed how society and
workplaces have changed and what the strategic human resources
management (SHRM) implications of those changes are for public and
nonprofi t organizations. The chapters in Part Two focused on HRM
techniques and practices: job analysis, recruitment and selection, perfor-
mance evaluation, compensation, benefits, training and development,
labor - management relations and collective bargaining, as well as infor-
mation technology and human resources information systems (HRIS).
This chapter summarizes the main points addressed in earlier chapters
and discusses how SHRM can be used to help organizations cope with the
challenges that lie ahead.What to Expect
Public and nonprofi t organizations are facing reduced budgets that lower
funding for social services, health care, education, legal services, and arts
and culture programs for the foreseeable future. Instead of expanding
programs and hiring new employees, they are facing reductions in force.
To cope, they must be prepared to invest time and money in training their
current staff. For many agencies, there is likely to be an increase in the use