Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach, 4th Edition

Table of contents

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