Human resources management for public and nonprofit organizations / Joan E. Pynes.

Enhanced descriptions from Syndetics:

In this thoroughly revised and updated second edition of Human Resources Management for Public and Nonprofit Organizations , Joan E. Pynes--a respected authority in public administration--demonstrates how strategic human resources management is essential for proactively managing change in an environment of tighter budgets, competition from private organizations, the need to maintain and train a more diverse workforce, and job obsolescence brought about by shifts in technology. Complete with a free online instructor's manual, this new edition offers current compensation and budgetary guidance and helps practitioners navigate the newest legal and technological challenges and opportunities in human resource management.

Table of contents provided by Syndetics

• Tables, Figures, and Exhibits (p. xi)
• Preface (p. xiii)
• Acknowledgments (p. xxiii)
• The Author (p. xxv)
• Part 1 Human Resources Management in Context (p. 1)
• 1 Human Resources Management in a Dynamic Environment (p. 5)
• Economic Changes
• Social and Cultural Changes
• Technological Changes
• The Legal Environment
• Privatization and Contracting Out Services
• The New Public Service
• Strategic Human Resources Management
• Summary
• 2 Strategic Human Resources Management and Planning (p. 22)
• Strategic Planning
• Strategic Human Resources Management
• Human Resources Planning
• Implementing Strategic Human Resources Management
• Problems and Implications of Strategic Human Resources Management
• The Changing Role of Human Resources Management
• SHRM Audit
• Human Resources Information Systems
• HR Benchmarking and Return on Investment
• Summary
• 3 Strategic Human Resources Management and Technology (p. 53)
• Information Systems Technology
• Organizational Change
• Types of Information Systems
• Information Systems Design
• Information Technology Resource Policies
• Human Resources Information Systems
• Strategic Human Resources Management
• Summary
• 4 Equal Employment Opportunity (p. 72)
• Federal Equal Employment Opportunity Laws
• Proving Employment Discrimination
• Affirmative Action: Executive Orders and Other Federal Laws
• Summary
• 5 Valuing a Diverse Workforce (p. 94)
• Glass Ceilings
• Why Diversity Is Important
• Equal Employment Opportunity and Affirmative Action
• The Difference Between Compliance with Laws and Managing Diversity
• Human Resources Implications for Managing Diversity
• Sexual Harassment
• Sexual Orientation
• Employer Liability
• Summary
• 6 Volunteers in the Public and Nonprofit Sectors (p. 121)
• Use of Volunteers
• Volunteer Motivation
• Recruitment
• The Prerecruitment Process
• Managing Volunteers
• Orientation and Training
• Volunteer Recognition
• Evaluation
• Governing Boards
• Summary
• Part 2 Methods and Functions of Human Resources Management (p. 147)
• 7 Job Analysis (p. 151)
• Legal Significance of Job Analysis Data
• Job Analysis Information and Methods
• Designing a Job Analysis Program
• Strategic Job Analysis
• Job Analysis Techniques
• Summary
• 8 Recruitment and Selection (p. 168)
• Recruitment
• Screening Applicants
• Psychometric Terms and Concepts
• New Directions
• Executive and Managerial Recruitment and Selection
• Summary
• 9 Performance Management (p. 198)
• Developing an Evaluation Program
• Rater Training
• Who Should Rate?
• Executive Evaluation
• Documentation
• Evaluation Review
• Ethical Issues in Performance Appraisal
• Performance Appraisal Techniques
• Alternative Performance Management Techniques
• Summary
• 10 Compensation (p. 226)
• Equity
• Compression
• Grade Creep
• Pay Differentials
• Executive Compensation and Benefits
• Federal Laws Governing Compensation
• Summary
• 11 Benefits (p. 262)
• Required Benefits
• Discretionary Benefits
• Summary
• 12 Training and Development (p. 283)
• Needs Assessment
• Developing Training Objectives
• Developing the Curriculum
• Delivering Training
• Evaluating Training
• Career Development
• Managerial and Executive Development
• Summary
• 13 Collective Bargaining in the Public and Nonprofit Sectors (p. 305)
• 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
• Summary
• Conclusion: Challenges for Public and Nonprofit Organizations (p. 342)
• What to Expect
• Challenges of Strategic Human Resources Management
• Changes in Skill Requirements
• Summary
• References (p. 349)
• Name Index (p. 373)
• Subject Index (p. 379)

Author notes provided by Syndetics