Description
As an increasing number of individuals go to work in the nonprofit sector, nonprofit managers need support on how best to build their human resource management capacity. They need to know what systems to examine, what questions to ask, and how to ensure they are managing people in a legal manner and as effectively as possible given their particular resource constraints. Important questions include: Do we have a clear philosophy, one that aligns with our nonprofit mission and values and allows us to treat our employees as the professionals they are? How do we select, develop, and retain the best people who will produce high value, high performance work, and how do we do so with limited resources? How do we effectively manage our mix of volunteers and paid staff? What do we need to consider to ensure diverse people work together in a harmonious fashion? With all-new chapters written by the top scholars in the field of nonprofit HRM, these are but a few of the many questions that are addressed in this timely volume.
These scholars delve into their particular areas of expertise, offering a comprehensive look at theories and trends; legal and ethical issues; how to build HRM from recruitment, management, labor relations, to training and appraisal; as well as topics in diversity, technology, and paid versus volunteer workforce management. This essential handbook offers all core topic coverage as well as countless insider insights, additional resource lists, and tool sets for practical application. With chapters grounded in existing research, but also connecting research to practice for those in the field, The Nonprofit Human Resource Management Handbook will be required reading for a generation of scholars, students, and practitioners of nonprofit human resource management.
Table of Contents
Chapter One: Introduction
Jessica E. Sowa and Jessica K. A. Word
Part 1: Working in the Sector
Chapter Two: Theories of the Nonprofit Sector
Beth Gazely
Chapter Three: Trends in Nonprofit Employment
John C. Ronquillo, Annie Miller, and Ida Drury
Chapter Four: Legal Aspect of Nonprofit Nonprofit Employment
Eric Franklin Amarante
Part 2: Building a HRM Infrastructure in a Nonprofit Organization
Chapter Five: Strategic Human Resource Management
Hans-Gerd Ridder and Alina McCandless Baluch
Chapter Six: Recruitment and Selection for Nonprofit Organizations
Rikki Abzug
Chapter Seven: Succession Planning and Management in Nonprofit Organizations
Yeonsoo Kim
Chapter Eight: Talent Management
Heather L. Carpenter
Chapter Nine: Compensation Practices in Nonprofit Organizations: Examining Practices Adopted by High Performing Nonprofits
Sally Coleman Selden
Chapter Ten: Labor Relations in Nonprofit Organizations
Joan E. Pynes
Chapter Eleven: Engagement, Satisfaction, and Nonprofit Organizations
Kunle Akingbola
Chapter Twelve: Volunteer Management: It all Depends
Jeffrey L. Brudney and Hayley K. Sink
Chapter Thirteen: Training and Development in Nonprofit Organizations
Toby Eagan
Chapter Fourteen: Making Nonprofits More Effective: Performance Management and Performance Appraisals
Marlene Walk and Troy Kennedy
Part 3: Emergent Challenges in Nonprofit Human Resource Management
Chapter Fifteen: Interchangeability of Labor: Managing a Mixed Paid and Volunteer Workforce
Allison R. Russell, Laurie Mook, and Femida Handy
Chapter Sixteen: Managing Human Resources in International NGOs
Carrie R. Oelberger, Anne-Meike Fechter, and Ishbel McWha-Hermann
Chapter Seventeen: Managing Generational Differences in Nonprofit Organizations
Jasmine McGinnis Johnson, Jaclyn Schede Piatak, and Eddy Ng
Chapter Eighteen: Diversity and Diversity Management in Nonprofit Organizations
Judith Y. Weisinger
Chapter Nineteen: Technology and Human Resource Management in Nonprofit Organizations
Jennifer A. Jones
Chapter Twenty: Conclusion: Toward a Renewed Research Agenda for Nonprofit Human Resource Management
Jessica K. A. Word and Jessica E. Sowa
