Human Resources Management for Public and Nonprofit Organizations

xxii Preface

explained. Drug testing, physical ability tests, psychological examinations,

and other selection techniques used in the public and nonprofi t sectors are

summarized. At the end of the chapter, important psychometric concepts

are explained. There is also information on practical intelligence, emo-

tional intelligence, adaptability, multiple intelligences, and organizational

citizen performance behaviors. Performance management and evaluating

employees ’ performance is the focus of Chapter Eight. Different perfor-

mance appraisal techniques are explained and their strengths and weak-

nesses identifi ed. The importance of rater training and documentation is

noted. Ethical issues in performance appraisal are discussed, as are merit

pay and 360 - degree evaluations. Chapter Nine identifies the internal

and external factors that infl uence compensation policies and practices.

The techniques used to develop pay systems are discussed. Examples of

job evaluation systems are provided, and nontraditional pay systems are

explained. In Chapter Ten , employer - provided benefits and pensions

are discussed.

The focus of Chapter Eleven is training and development activities.

Changes in technology and demographics and the development of new

responsibilities and expectations have made training and career devel-

opment more important than ever before. Identifying training needs,

developing training objectives and the curriculum, and evaluating train-

ing are explored. Different training formats are summarized. The chapter

concludes with examples of management training and career development

programs. Chapter Twelve discusses collective bargaining in the public and

nonprofi t sectors. The legal environment of labor - management relations

for nonprofi t, federal, state, and local employees is explored. Defi nitions

and explanations are provided for concepts such as unit determination,

union security, unfair labor practices, management rights, impasse resolu-

tion, and grievance arbitration. The reasons that unions exist in the public

and nonprofi t sectors are examined. Chapter Thirteen discusses strategic

human resource management and information technology. The last chap-

ter provides an overall conclusion. It summarizes the key lessons presented

in the book, which I hope will convince public and nonprofi t administra-

tors of the importance of strategic HRM.

Tampa, Florida Joan E. Pynes

November 2008

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