Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach
Lýsing:
Every chapter of this estensively-researched, comprehensive guide to strategic HRM in public and nonprofit organizations will be updated to reflect the current knowledge, HRM practice, legal, social, economic and technological environment in which public and nonprofit organizations currently operate. significant changes in the field attributed to the economic crisis, changes in federal employment laws, increased use of technology and social media and new approaches to HRM policy and practice will be addressed.
Per reviewer feedback, new material on workplace violence and employee discipline will be added as well as more tables and exhibits as applicable. Joan will also enhance the usefulness of the instructor's guide by creating Power Point slides and experiential exercises including; completing a job analysis and developing performance standards. The accompanying test bank will be updated in accordance with the new material.
PART ONE: Human Resource Management in Context1 Introduction to Human Resources Management in the Public and Nonprofit Sectors 2 Strategic Human Resources Management and Planning 3 The Legal Environment of Human Resources Management 4 Managing a Diverse Workforce 5 Volunteers in the Public and Nonprofit Sector PART TWO: Methods and Functions of Human Resources Management 6 Job Analysis 7 Recruitment and Selections 8 Performance Management 9 Compensation 10 Benefits 11 Training and Development 12 Labor-Management Relations: Collective Bargaining in the Public and Nonprofit 13 Strategic Human Resource Management and Technology 14 Conclusion: Challenges for Public and Nonprofit Organizations.
Annað
- Höfundur: Joan E. Pynes
- Útgáfa:4
- Útgáfudagur: 2013-07-03
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- Format:Page Fidelity
- ISBN 13: 9781118460320
- Print ISBN: 9781118398623
- ISBN 10: 1118460324
Efnisyfirlit
- Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach
- Copyright
- Contents
- List of Figure, Tables, and Exhibits
- Exercises
- Preface
- Purpose and Audience
- Overview of the Contents
- 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
- Civil Service and Merit Systems
- Economic Challenges
- Alternative Service Delivery
- Technological Innovations
- The Nonprofit Sector
- 501(c)(3) Nonprofits
- 501(c)(4) Nonprofits
- Nonprofit Administrative Structures
- 501(c)(3) Nonprofits
- The New Public Service
- Today's Context for Human Resources Management
- The Legal Environment
- Social Media Innovations
- Social and Cultural Changes
- Generational Challenges
- Educational Challenges
- Violence in the Workplace
- Workplace Bullying and Cyberbullying
- Conclusion
- The Public Sector
- 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 Resources Information Systems and Electronic Human Resources Management
- Compensation and Bene. ts
- Career Planning and Management Staffing Systems
- Communicating Policies and Procedures
- Employee Participation
- Training and Performance Support
- Restructuring Work and Technology Transfer
- Electronic Human Resources Management
- Implementing Strategic Human Resources Management
- Evaluating the Effectiveness of Strategic Human Resources Management
- SHRM Audit
- Human Resources Benchmarking and Return on Investment
- Problems and Implications of Strategic Human Resources Management
- Ethical Standards for Strategic Human Resources Management
- Conclusion
- 3: Federal Equal Employment Opportunity Laws and Other Employee Protections
- Federal Equal Employment Opportunity Laws
- Civil Rights Acts of 1866 and 1871
- Title VII of the Civil Rights Act of 1964
- Laws That Address Religious Discrimination
- Age Discrimination in Employment Act of 1967
- Pregnancy Discrimination Act of 1978
- Americans with Disabilities Act of 1990 and the ADA Amendments of 2008
- Immigration Reform and Control Act of 1986, as Revised in 1990
- Civil Rights Act of 1991
- Family and Medical Leave Act of 1993
- Proving Employment Discrimination
- Disparate Treatment
- Disparate Impact
- Executive Orders, Affirmative Action, and Other Federal Laws
- Executive Orders 11246 and 11375
- The Rehabilitation Act of 1973
- The Vietnam Era Veterans’ Readjustment Act of 1974
- Uniformed Services Employment and Reemployment Rights Act of 1994
- The Genetic Information Nondiscrimination Act of 2008
- Affirmative Action
- Constitutional Rights
- Expressive Rights
- Freedom of Association
- Equal Protection of the Law
- Privacy Rights
- Due Process Rights
- Limits on Political Participation
- Additional Protections for Employees
- Whistle-Blower Protection
- Employment at Will
- Conclusion
- Federal Equal Employment Opportunity Laws
- 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
- Federal Government Protections
- What Does It Mean to Be Transgendered?
- Changes in the Nonprofit Landscape
- The Difference between Complying with Laws and Managing Diversity
- Conclusion
- 1: Introduction to Human Resources Management in the Public and Nonprofit Sectors
- 5: Job Analysis
- Legal Significance of Job Analysis Data
- Job Analysis Information and Methods
- Job Analysis Information
- Methods of Collecting Job Data
- Designing a Job Analysis Program
- Job Description and Job Specification
- Strategic Job Analysis
- Competency Modeling
- Job Analysis Techniques
- Position Analysis Questionnaire
- Department of Labor Procedure and Functional Job Analysis
- Comprehensive Occupation Data Analysis Programs
- Job Element Method
- Task Inventory Analysis
- Occupational Information Network
- Contextual Performance
- Personality-Based Job Analysis
- Team-Based Job Analysis
- Conclusion
- 6: Recruitment and Selection
- Recruitment
- Internal Recruitment
- External Recruitment
- Recruiting for Local Governments and Nonprofits
- Screening Applicants
- Preemployment Testing under the ADA
- Examinations
- Interviews
- Testing Issues
- Measurement Terms and Concepts
- Person-Organization Fit
- Executive and Managerial Recruitment and Selection
- Conclusion
- Recruitment
- 7: Compensation
- Equity
- External Equity
- Internal Equity
- Closing Thoughts on Equity
- Executive Compensation and Benefits
- Federal Laws Governing Compensation
- Fair Labor Standards Act
- Equal Pay Act of 1963
- The Lilly Ledbetter Fair Pay Act
- State and Local Government Minimum Wages
- Living Wages
- Comparable Worth
- Conclusion
- Equity
- 8: Benefits
- Required Benefits
- Social Security
- Medicare
- Unemployment Compensation
- Workers’ Compensation
- Military Leave
- Discretionary Benefits
- Pensions
- Defined-Benefit and Defined-Contribution Pension Plans
- Vesting
- Health Insurance
- Mental Health Parity Act
- Additional Benefits
- Disability Benefits Insurance
- Paid Time Away from Work
- Education Programs
- Quality-of Work and Quality-of Life Issues
- Flexible Benefits
- Alcohol and Drug Testing
- Employee Assistance Programs
- Outplacement Assistance
- Flexible Job Environment
- Conclusion
- Required Benefits
- 9: Training and Career Development
- The Training Process
- Needs Assessment
- Developing Training Objectives
- Developing the Curriculum
- Delivering Training
- Evaluating Training
- Career Development
- Managerial and Executive Development
- Conclusion
- The Training Process
- 10: Performance Management
- Motivation
- Content Theories of Motivation
- Process Theories of Motivation
- Testing the Theories
- Developing an Evaluation Program
- Rater Training
- Who Should Rate?
- Executive Evaluation
- Documentation
- Performance Evaluation Interview
- Ethical Issues in Performance Appraisal
- Performance Appraisal Techniques
- Trait Rating
- Behaviorally Anchored Rating Scales
- Essay
- Productivity Data or Work Standards
- Management by Objectives
- Critical Incidents
- Personnel Data
- Team-Based Performance Techniques
- Gainsharing
- Goalsharing
- Conclusion
- Motivation
- 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
- Unit Determination
- Selection of a Bargaining Representative
- Union Security
- Unfair Labor Practices
- The Scope of Collective Bargaining
- Employer and Management Rights
- Impasse Resolution
- Strikes
- Grievance Arbitration
- Public Sector Distinctions
- Changes in the Legal Framework
- Limitations of Civil Service
- 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
- Public Governing Boards
- Nonprofit Governing Boards
- Conclusion
- 13: Conclusion: Challenges for Public and Nonprofit Organizations
- What to Expect
- Challenges for Strategic Human Resources Management
- Change in Skill Requirements
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- Gerð : 208
- Höfundur : 11513
- Útgáfuár : 2013
- Leyfi : 379