Cover -- 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 -- 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 -- 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 -- Part Two: Methods and Functions of Strategic Human Resources Management -- 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 -- 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 -- 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 -- 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 -- 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 -- 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 -- References -- Name Index -- Subject Index.