Human Resources Management for Public and Nonprofit Organizations A Strategic Approach

ISBN-10: 1118398629
ISBN-13: 9781118398623
Edition: 4th 2013
Authors: Joan E. Pynes
List price: $100.00 Buy it from $61.50
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Description: This thoroughly updated and comprehensive guide to strategic human resource management in public and nonprofit organizations reflects the current knowledge, practice, legal, social, economic and technological environment in which public and  More...

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Book details

List price: $100.00
Edition: 4th
Copyright year: 2013
Publisher: John Wiley & Sons, Incorporated
Publication date: 8/12/2013
Binding: Paperback
Pages: 528
Size: 7.00" wide x 9.25" long x 1.00" tall
Weight: 2.112
Language: English

This thoroughly updated and comprehensive guide to strategic human resource management in public and nonprofit organizations reflects the current knowledge, practice, legal, social, economic and technological environment in which public and nonprofit organizations currently operate. The book addresses the significant changes in the field due to the economic crisis, changes in federal employment laws, increased use of technology and social media and new approaches to HRM policy and practice. The book also includes new material on workplace violence and employee discipline as well as more tables and exhibits as applicable.

List of Figure, Tables, and Exhibits
Exercises
Preface
Acknowledgments
The Author
Human Resources Management in Context
Introduction to Human Resources Management in the Public and Nonprofit Sectors
The Public Sector
The Nonprofit Sector
The New Public Service
Today's Context for Human Resources Management
Conclusion
Strategic Human Resources Management and Planning
The Changing Role of Human Resources Management
Human Resources Outsourcing
Strategic Human Resources Management and Human Resources Planning
Human Resources Planning
Human Resources Information Systems and Electronic Human Resources Management
Implementing Strategic Human Resources Management
Evaluating the Effectiveness of Strategic Human Resources Management
Problems and Implications of Strategic Human Resources Management
Ethical Standards for Strategic Human Resources Management
Conclusion
Federal Equal Employment Opportunity Laws and Other Employee Protections
Federal Equal Employment Opportunity Laws
Proving Employment Discrimination
Executive Orders, Affirmative Action, and Other Federal Laws
Affirmative Action
Constitutional Rights
Additional Protections for Employees
Conclusion
Managing a Diverse Workforce
Glass Ceilings, Sticky Floors, Glass Walls, and Glass Escalators
Why Diversity Is Important
Cultural Competency
Sexual Harassment
Employer Liability
Sexual Orientation
Changes in the Nonprofit Landscape
The Difference between Complying with Laws and Managing Diversity
Strategic Human Resources Management Implications for Managing Diversity
Conclusion
Methods and Functions of Strategic Human Resources Management
Job Analysis
Legal Significance of Job Analysis Data
job Analysis Information and Methods
Designing a Job Analysis Program
Job Description and Job Specification
Strategic job Analysis
Competency Modeling
Job Analysis Techniques
Contextual Performance
Conclusion
Recruitment and Selection
Recruitment
Recruiting for Local Governments and Nonprofits
Screening Applicants
Executive and Managerial Recruitment and Selection
Conclusion
Compensation
Equity
Executive Compensation and Benefits
Federal Laws Governing Compensation
State and Local Government Minimum Wages
Conclusion
Benefits
Required Benefits
Discretionary Benefits
Quality-of Work and Quality-of Life Issues
Conclusion
Training and Career Development
The Training Process
Career Development
Managerial and Executive Development
Conclusion
Performance Management
Motivation
Developing an Evaluation Program
Rater Training
Who Should Rate?
Executive Evaluation
Documentation
Performance Evaluation Interview
Ethical Issues in Performance Appraisal
Performance Appraisal Techniques
Team-Based Performance Techniques
Conclusion
Labor-Management Relations: Collective Bargaining in the Public and Nonprofit Sectors
The History of Private Sector Collective Bargaining
Collective Bargaining in Nonprofit Organizations
Collective Bargaining in the Federal Government
Collective Bargaining in State and Local Governments
Concepts and Practices of Collective Bargaining
Public Sector Distinctions
Nonprofit Sector Distinctions
Privatization of Public Services
Conclusion
Volunteers
Use of Volunteers
Volunteer Motivation
Barriers to Volunteer Recruitment
Recruitment
The Prerecruitment Process
Managing Volunteers
Orientation and Training
Volunteer Recognition
Evaluation
The Volunteer Protection Act
Governing Boards
Conclusion
Conclusion: Challenges for Public and Nonprofit Organizations
What to Expect
Challenges for Strategic Human Resources Management
Change in Skill Requirements
References
Name Index
Subject Index

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