Since the first edition was published in 1997, Human Resources Management for Public and Nonprofit Organizations has become the go-to reference for public and nonprofit human resources professionals. Now in its fourth edition, the text has been significantly revised and updated to include information that reflects changes in the field due to the economic crisis, changes in federal employment laws, how shifting demographics affect human resources management, the increased use of technology in human resources management practices, how social media has become embedded in the workplace, and new approaches to HRM policy and practice.

Written by Joan E. Pynes—a noted expert in public administration—this authoritative work shows how strategic human resources management is essential for managing change in an increasingly complex environment. The book

• Includes new material on workplace violence and employee discipline
• Reviews updates on the legal environment of HRM
• Contains suggestions for managing a diverse workforce
• Offers a wealth of revised tables and exhibits
• Updates the most recent developments in collective bargaining in the public and nonprofit sectors
• Outlines the most current approaches to recruitment and selection
• Presents an overview of recent information on compensation and benefits
• Gives an update of the technological advances used for strategic human resources management
• Provides examples of HRM policies from other countries

The book also includes an enhanced instructor's guide with examination questions, PowerPoint® slides, experiential exercises, and video vignettes that are coordinated with chapters in the book.

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 Figures, Tables, and Exhibits    

Preface    

Acknowledgments  

The Author 

Part One: Human Resources Management in Context

1 Introduction to Human Resources Management in the Public and Nonprofit Sectors

The Public Sector

The Nonprofit Sector

Today’s Context for Human Resources Management

Conclusion

2 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 Resource Information Systems and Electronic Human Resources Management

Implementing Strategic Human Resources Management

Evaluating the Effectiveness of Strategic Human Resources Management (SHRM)

Problems and Implications of Strategic Human Resources Management

Ethical Standards for Human Resources Management

Conclusion

3 Federal Equal Employment Opportunity Laws and Other Employee Protections Federal Equal Federal Equal Opportunity Laws

Proving Employment Discrimination

Affirmative Action:  Executive Orders and Other Federal Laws

Constitutional Rights

Additional Protections for Employees

Conclusion

4 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

Part Two: Methods and Functions of Human Resources Management

5 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

6 Recruitment and Selection

Recruitment

Recruiting for Local Governments and NonprofitsScreening Applicants

Executive and Managerial Recruitment and Selection

Conclusion

7 Compensation

Equity

Executive Compensation and Benefits

Federal Laws Governing Compensation

State and Local Government Minimum Wages

Conclusion

8 Benefits

Required Benefits

Discretionary Benefits

Quality -of-Work and Quality-of-Life Issues

Conclusion

9 Training and Development

The Training Process

Career Development

Managerial and Executive Development

Conclusion

10 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

11 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

12 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

13 Conclusion: Challenges for Public and Nonprofit Organizations

What to Expect

Challenges of Strategic Human Resources Management

Change in Skill Requirements

References

Name Index

Subject Index