Conclusion 397
or age, employers should require technology training for all employees in
appropriate job categories. The training programs should be monitored to
ensure that all eligible employees participate. Training in computer skills
is not enough; stereotypes that suggest that women, persons of color,
individuals with disabilities, and older workers are incapable of learning
new technology should be purged from the workplace.
All of these forces have implications for managing public and nonprofi t
organizations. Many jobs have been changed or eliminated, and employees
must constantly upgrade their knowledge, skills, abilities, and other char-
acteristics (KSAOCs). In some instances, upgrading incumbent employees ’
KSAOCs is not enough; organizations must recruit and hire people with
advanced skills. In order to survive, public and nonprofi t organizations
need employees who can help them provide high - quality mission - related
services. To be assured of this, they must link their HRM functions to the
short - and long - term priorities of the organization.
Public and nonprofi t organizations are subject to the capriciousness of
funding, fi nancial support, and market positions, in addition to public and
political support that often vacillates. The demands placed on public and
nonprofi t organizations keep changing. Across both sectors is recognition
that organizations need to restructure their HRM systems because they
are often unable to attract and retain energetic and competent personnel.
They need to reengineer management systems to best use their workforces
to facilitate improvements in the quality of their services and workforce
productivity.
Alternative service delivery programs require new skills. Employees
and organizations can no longer possess tunnel vision or overspecialization.
To be effective requires a breadth of knowledge, an interest in learning,
and a willingness to tap the knowledge of others (Bozeman & Straussman,
1990). The immediate SHRM implication is that agencies must identify
the KSAOCs needed both now and in the future, and they must audit their
organizations to determine whether incumbent employees already possess
those KSAOCs or can develop them through training and development
activities. If neither of these is the case, then HRM departments must work
with department managers and line personnel to develop recruitment
and selection strategies. Managers and employees need to think about the
future and prepare for impending changes.
The requirement for flexibility and speed of response to market
changes is likely to continue. This has implications for the practice of
SHRM. Agencies need to invest in their workforces and ensure that their
members have suffi cient security. Employees who fear losing their jobs will