Description
Book SynopsisThis 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.
Table of ContentsList of Figure, Tables, and Exhibits xiii
Exercises xv
Preface xvii
Acknowledgments xxv
The Author xxvii
PART ONE: HUMAN RESOURCES MANAGEMENT IN CONTEXT 1
1 Introduction to Human Resources Management in the Public and Nonprofit Sectors 3
The Public Sector 5
The Nonprofit Sector 10
The New Public Service 22
Today’s Context for Human Resources Management 23
Conclusion 33
2 Strategic Human Resources Management and Planning 37
The Changing Role of Human Resources Management 38
Human Resources Outsourcing 42
Strategic Human Resources Management and Human Resources Planning 44
Human Resources Planning 45
Human Resources Information Systems and Electronic Human Resources
Management 50
Implementing Strategic Human Resources Management 57
Evaluating the Effectiveness of Strategic Human Resources Management 58
Problems and Implications of Strategic Human Resources Management 60
Ethical Standards for Strategic Human Resources Management 61
Conclusion 62
3 Federal Equal Employment Opportunity Laws and Other Employee Protections 69
Federal Equal Employment Opportunity Laws 70
Proving Employment Discrimination 82
Executive Orders, Affirmative Action, and Other Federal Laws 88
Affirmative Action 93
Constitutional Rights 97
Additional Protections for Employees 103
Conclusion 105
4 Managing a Diverse Workforce 111
Glass Ceilings, Sticky Floors, Glass Walls, and Glass Escalators 114
Why Diversity Is Important 115
Cultural Competency 116
Sexual Harassment 119
Employer Liability 121
Sexual Orientation 122
Changes in the Nonprofit Landscape 125
The Difference between Complying with Laws and Managing Diversity 126
Strategic Human Resources Management Implications for
Managing Diversity 128
Conclusion 130
PART TWO: METHODS AND FUNCTIONS OF STRATEGIC HUMAN RESOURCES MANAGEMENT 137
5 Job Analysis 141
Legal Significance of Job Analysis Data 143
Job Analysis Information and Methods 144
Designing a Job Analysis Program 151
Job Description and Job Specification 153
Strategic Job Analysis 153
Competency Modeling 159
Job Analysis Techniques 160
Contextual Performance 167
Conclusion 168
6 Recruitment and Selection 175
Recruitment 176
Recruiting for Local Governments and Nonprofits 181
Screening Applicants 184
Executive and Managerial Recruitment and Selection 202
Conclusion 204
7 Compensation 211
Equity 212
Executive Compensation and Benefits 229
Federal Laws Governing Compensation 231
State and Local Government Minimum Wages 234
Conclusion 240
8 Benefits 247
Required Benefits 248
Discretionary Benefits 253
Quality-of Work and Quality-of Life Issues 260
Conclusion 270
9 Training and Career Development 275
The Training Process 278
Career Development 293
Managerial and Executive Development 294
Conclusion 296
10 Performance Management 303
Motivation 306
Developing an Evaluation Program 311
Rater Training 312
Who Should Rate? 315
Executive Evaluation 316
Documentation 319
Performance Evaluation Interview 320
Ethical Issues in Performance Appraisal 321
Performance Appraisal Techniques 322
Team-Based Performance Techniques 329
Conclusion 333
11 Labor-Management Relations: Collective Bargaining in the Public and Nonprofit Sectors 341
The History of Private Sector Collective Bargaining 342
Collective Bargaining in Nonprofit Organizations 345
Collective Bargaining in the Federal Government 346
Collective Bargaining in State and Local Governments 347
Concepts and Practices of Collective Bargaining 348
Public Sector Distinctions 359
Nonprofit Sector Distinctions 363
Privatization of Public Services 366
Conclusion 367
12 Volunteers 377
Use of Volunteers 378
Volunteer Motivation 381
Barriers to Volunteer Recruitment 381
Recruitment 382
The Prerecruitment Process 384
Managing Volunteers 389
Orientation and Training 391
Volunteer Recognition 392
Evaluation 393
The Volunteer Protection Act 394
Governing Boards 394
Conclusion 402
13 Conclusion: Challenges for Public and Nonprofit Organizations 409
What to Expect 409
Challenges for Strategic Human Resources Management 412
Change in Skill Requirements 413
References 415
Name Index 455
Subject Index 463
LIST OF FIGURE, TABLES, AND EXHIBITS Figure
2.1 Uses of Human Resources Information Systems 51
Tables
1.1 IRS Organization Reference Chart 12
1.2 Number of Nonprofit Organizations in the United States,
1999–2009 16
1.3 National Taxonomy of Exempt Entities: Broad Categories 18
3.1 Federal Statutes Related to Equal Employment Opportunity 83
3.2 International Comparison of Antidiscrimination Criteria Covered by Law 85
5.1 Department of Labor Worker Functions 165
7.1 General Schedule Pay Scale, 2012 Annual Rates by Grade and Step 219
7.2 City-County Library District Salary and Wage Schedule 220
7.3 Comparable Municipal Market Study for Annual Salaries for Select Local Government Positions 222
7.4 International Comparison of Working Hours 238
7.5 Minimum Wage International Comparison 239
8.1 International Comparison of Benefi ts 266
8.2 International Comparison of Parental Leave 268
11.1 International Comparison of Unions and Collective Bargaining Rights 368
12.1 Grid for Matching Current and Potential Board Members 398
Exhibits
5.1 Job Analysis Questionnaire 147
5.2 Structured Task Checklist 149
5.3 Examples of Job Descriptions 154
5.4 Competencies for Supervisory and Leadership Position 161
5.5 Foreign Service Officer Competencies 163
6.1 Resources for Job Seekers 182
7.1 Typical Compensable Factors 216
10.1 The Many Purposes of Appraisal 305
10.2 Common Rating Errors 314
10.3 Trait Rating Scale 324
10.4 Behaviorally Anchored Rating Scale 325
10.5 Management by Objectives Rating Scale 327
10.6 Sample Critical Incidents Report 328
10.7 Questions to Consider When Developing a Performance Evaluation System 332
11.1 National Labor Relations Board Jurisdictional Standards in Effect July 1990 344
12.1 Volunteer Application for Natural Resources Agencies 386
EXERCISES
1.1 Art Museums Are Looking for Leaders 34
2.1 State and Local Government Workforce: 2012 Trends 64
2.2 Some Nonprofits Are Hiring 65
3.1 A Muslim Woman ’s Right to Wear a Head Scarf at Work 107
3.2 States Are Taking the Lead on Family Discrimination Laws 108
4.1 Employers in Singapore Adopt a Pledge of Fair Employment Practices 131
4.2 Tattoos in the Workplace 133
5.1 Hiring a Social Media Director 170
5.2 Caseworkers Often Face Tremendous Difficulties 171
6.1 EEOC Cautions against Making Employment Decisions Based on Criminal Records 206
6.2 Barring Discrimination against Unemployed Applicants 207
7.1 Compensation and Retirement Benefits Reform in New York State 242
7.2 The Gender Gap in Wages Still Exists in 2011 243
8.1 Smokers Need Not Apply 271
8.2 Public Pensions Are Undergoing Changes 272
9.1 Using Video Games for Driver Training 298
9.2 Swapping Jobs 299
10.1 Office of Personnel Management Director Says Federal Employees Need More Frequent Feedback 335
10.2 Ethical Lapses and Performance Problems at the Stanislaus Community Assistance Project 336
11.1 Union Members in Spain and Italy Go on Strike 373
11.2 Labor Talks and Social Media 374
12.1 Voluntourism 403
12.2 Millennials ’ Job Satisfaction Is Increased by Corporate Volunteer Programs 404
