396 Human Resources Management for Public and Nonprofi t Organizations
of contingency workers, workers employed on a temporary or part - time
basis, and services contracted out to independent contractors.
New cultural and social changes are affecting the workplace. The
numbers of female, minority, disabled, and older workers have increased
substantially. There may be four generations of employees working for
an agency or department. Many of their values are the same as to what
they may expect in regard to interesting and challenging work; however,
how they work and their comfort with technology may be different. Their
learning styles may also be different. Not only have the public and non-
profi t workforces become more demographically diverse, but the values of
employees have also changed. They want challenging jobs, and they want
to exercise discretion in those jobs.
Jobs are changing, and with those changes arise quality - of - life and
quality - of - work issues. Employees want to satisfy their important personal
needs by working in the organization. In addition to the desire for more
autonomy, employees are looking for a better fi t between work and family
responsibilities. They are seeking alternative work schedules such as fl extime,
compressed schedules, and part - time employment opportunities so they
can spend more time with their families.
The legal environment has changed as well. Public and nonprofi t
agencies must comply with federal, state, and local laws; with executive orders;
with the rules and regulations promulgated by administrative agencies such
as the Equal Employment Opportunity Commission and U.S. Department
of Labor; and with federal and state court decisions. Equal employment
opportunity, compensation, labor relations, and employer contributions
to benefi ts such as retirement plans and pensions, workers ’ compensation,
and unemployment insurance are regulated by law. The legal environment
must be monitored because it is always changing. Some of the legisla-
tion that was pending before Congress and in state and federal courts at
the time this edition was written may become law and change the legal
environment.
Technology has changed many jobs and has led to new skill requirements
and organizational structures. Changes in information technology have
led to modifi cations in job knowledge and responsibilities. Earlier chapters
provided some examples of the uses of technology and how it has and
will continue to affect the workplace. The increased use of information
technology has changed the way organizations are structured and the way
work is organized and managed.
The use of technology can be exciting, but there are some caveats of
which employers need to be aware. To eliminate any gaps in gender, race,