Human Resources Management for Public and Nonprofit Organizations

Joan E. Pynes is a professor of public administration at the University of South Florida and the author of numerous articles and chapters on public and nonprofit human resources management.

• List of Figure, Tables, and Exhibits xiiiExercises xvPreface xviiAcknowledgments xxvThe Author xxviiPART ONE: HUMAN RESOURCES MANAGEMENT IN CONTEXT 11 Introduction to Human Resources Management in the Public and Nonprofit Sectors 3The Public Sector 5The Nonprofit Sector 10The New Public Service 22Today’s Context for Human Resources Management 23Conclusion 332 Strategic Human Resources Management and Planning 37The Changing Role of Human Resources Management 38Human Resources Outsourcing 42Strategic Human Resources Management and Human Resources Planning 44Human Resources Planning 45Human Resources Information Systems and Electronic Human ResourcesManagement 50Implementing Strategic Human Resources Management 57Evaluating the Effectiveness of Strategic Human Resources Management 58Problems and Implications of Strategic Human Resources Management 60Ethical Standards for Strategic Human Resources Management 61Conclusion 623 Federal Equal Employment Opportunity Laws and Other Employee Protections 69Federal Equal Employment Opportunity Laws 70Proving Employment Discrimination 82Executive Orders, Affirmative Action, and Other Federal Laws 88Affirmative Action 93Constitutional Rights 97Additional Protections for Employees 103Conclusion 1054 Managing a Diverse Workforce 111Glass Ceilings, Sticky Floors, Glass Walls, and Glass Escalators 114Why Diversity Is Important 115Cultural Competency 116Sexual Harassment 119Employer Liability 121Sexual Orientation 122Changes in the Nonprofit Landscape 125The Difference between Complying with Laws and Managing Diversity 126Strategic Human Resources Management Implications forManaging Diversity 128Conclusion 130PART TWO: METHODS AND FUNCTIONS OF STRATEGIC HUMAN RESOURCES MANAGEMENT 1375 Job Analysis 141Legal Significance of Job Analysis Data 143Job Analysis Information and Methods 144Designing a Job Analysis Program 151Job Description and Job Specification 153Strategic Job Analysis 153Competency Modeling 159Job Analysis Techniques 160Contextual Performance 167Conclusion 1686 Recruitment and Selection 175Recruitment 176Recruiting for Local Governments and Nonprofits 181Screening Applicants 184Executive and Managerial Recruitment and Selection 202Conclusion 2047 Compensation 211Equity 212Executive Compensation and Benefits 229Federal Laws Governing Compensation 231State and Local Government Minimum Wages 234Conclusion 2408 Benefits 247Required Benefits 248Discretionary Benefits 253Quality-of Work and Quality-of Life Issues 260Conclusion 2709 Training and Career Development 275The Training Process 278Career Development 293Managerial and Executive Development 294Conclusion 29610 Performance Management 303Motivation 306Developing an Evaluation Program 311Rater Training 312Who Should Rate? 315Executive Evaluation 316Documentation 319Performance Evaluation Interview 320Ethical Issues in Performance Appraisal 321Performance Appraisal Techniques 322Team-Based Performance Techniques 329Conclusion 33311 Labor-Management Relations: Collective Bargaining in the Public and Nonprofit Sectors 341The History of Private Sector Collective Bargaining 342Collective Bargaining in Nonprofit Organizations 345Collective Bargaining in the Federal Government 346Collective Bargaining in State and Local Governments 347Concepts and Practices of Collective Bargaining 348Public Sector Distinctions 359Nonprofit Sector Distinctions 363Privatization of Public Services 366Conclusion 36712 Volunteers 377Use of Volunteers 378Volunteer Motivation 381Barriers to Volunteer Recruitment 381Recruitment 382The Prerecruitment Process 384Managing Volunteers 389Orientation and Training 391Volunteer Recognition 392Evaluation 393The Volunteer Protection Act 394Governing Boards 394Conclusion 40213 Conclusion: Challenges for Public and Nonprofit Organizations 409What to Expect 409Challenges for Strategic Human Resources Management 412Change in Skill Requirements 413References 415Name Index 455Subject Index 463LIST OF FIGURE, TABLES, AND EXHIBITS Figure2.1 Uses of Human Resources Information Systems 51Tables1.1 IRS Organization Reference Chart 121.2 Number of Nonprofit Organizations in the United States,1999–2009 161.3 National Taxonomy of Exempt Entities: Broad Categories 183.1 Federal Statutes Related to Equal Employment Opportunity 833.2 International Comparison of Antidiscrimination Criteria Covered by Law 855.1 Department of Labor Worker Functions 1657.1 General Schedule Pay Scale, 2012 Annual Rates by Grade and Step 2197.2 City-County Library District Salary and Wage Schedule 2207.3 Comparable Municipal Market Study for Annual Salaries for Select Local Government Positions 2227.4 International Comparison of Working Hours 2387.5 Minimum Wage International Comparison 2398.1 International Comparison of Benefi ts 2668.2 International Comparison of Parental Leave 26811.1 International Comparison of Unions and Collective Bargaining Rights 36812.1 Grid for Matching Current and Potential Board Members 398Exhibits5.1 Job Analysis Questionnaire 1475.2 Structured Task Checklist 1495.3 Examples of Job Descriptions 1545.4 Competencies for Supervisory and Leadership Position 1615.5 Foreign Service Officer Competencies 1636.1 Resources for Job Seekers 1827.1 Typical Compensable Factors 21610.1 The Many Purposes of Appraisal 30510.2 Common Rating Errors 31410.3 Trait Rating Scale 32410.4 Behaviorally Anchored Rating Scale 32510.5 Management by Objectives Rating Scale 32710.6 Sample Critical Incidents Report 32810.7 Questions to Consider When Developing a Performance Evaluation System 33211.1 National Labor Relations Board Jurisdictional Standards in Effect July 1990 34412.1 Volunteer Application for Natural Resources Agencies 386EXERCISES1.1 Art Museums Are Looking for Leaders 342.1 State and Local Government Workforce: 2012 Trends 642.2 Some Nonprofits Are Hiring 653.1 A Muslim Woman ’s Right to Wear a Head Scarf at Work 1073.2 States Are Taking the Lead on Family Discrimination Laws 1084.1 Employers in Singapore Adopt a Pledge of Fair Employment Practices 1314.2 Tattoos in the Workplace 1335.1 Hiring a Social Media Director 1705.2 Caseworkers Often Face Tremendous Difficulties 1716.1 EEOC Cautions against Making Employment Decisions Based on Criminal Records 2066.2 Barring Discrimination against Unemployed Applicants 2077.1 Compensation and Retirement Benefits Reform in New York State 2427.2 The Gender Gap in Wages Still Exists in 2011 2438.1 Smokers Need Not Apply 2718.2 Public Pensions Are Undergoing Changes 2729.1 Using Video Games for Driver Training 2989.2 Swapping Jobs 29910.1 Office of Personnel Management Director Says Federal Employees Need More Frequent Feedback 33510.2 Ethical Lapses and Performance Problems at the Stanislaus Community Assistance Project 33611.1 Union Members in Spain and Italy Go on Strike 37311.2 Labor Talks and Social Media 37412.1 Voluntourism 40312.2 Millennials ’ Job Satisfaction Is Increased by Corporate Volunteer Programs 404