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ÔThis volume addresses on several important topics that influence HRM in the nonprofit sector. By providing rich context and linking research to practice, it creates a foundation for those interested in advancing the art and science of human resources in voluntary organizations.Õ Ð Gary R. Kirk, Virginia Tech, US This impressive book assembles the latest research findings and thinking on the management of voluntary/nonprofit sector organizations and the effective utilization of both paid staff and volunteers. The authors expertly look into the challenges faced by this sector and the growing role that it plays in society. They review HRM in the voluntary sector and discuss the challenges of bringing about best practices, as well as suggesting how to improve leadership of voluntary/nonprofit organizations. Non-profit organizations serve several useful purposes in society and exist in every country in the world. Like organizations in other sectors, non-profit organizations now have to do more with less. This book indicates the ways in which human resource management policies and practices can improve the effectiveness of non-profit organizations. The authors consider the roles played by non-profit organizations IN effective leadership and its development, developing the non-profit brand, enhancing learning and skills development of both paid staff and volunteers and encouraging and supporting bring about organizational change. They also examine how university-based education programs are developing talent in the non-profit sector. This timely book will prove invaluable to academics and doctoral students interested in all aspects of management within the non-profit/voluntary sector. Government professionals working in this sector will also find this compendium insightful.
A new breed of HR Professional is needed who can offer the sort of effective people management that can change the way organizations work. They will first have to resolve the legacy left by an absence of professionalism in people management amongst both operational managers and the HR departments that serve them. Much of the problems that currently undermine capitalism and governance today can be traced back directly to insufficient attention being paid to the professional management of human capital. This text offers an objective scale to gauge levels of professionalism that can be applied to management in any sector. Paul Kearns has also developed a clear 10-step guide for anyone looking to develop their HR professionalism in a practical way. With an insightful Foreword by Professor Jeffrey Pfeffer and with these tools, readers will be encouraged to move away from the old world ineffectiveness of people management by looking towards a New Norm and the huge potential it offers for value and wealth. Suitable for managers and students studying HR, Professional HR provides the answer for what could be the next iteration of the capitalist system, with professional, evidence-based people management at its heart.
Evolving economies, the emergence of new technologies and organisational forms are all features of late capitalism. Among this milieu, a marked feature has been the emergence and recognition in society of new occupations. The claim upon a body of knowledge and practice, and a societal domain in which to exercise expertise characterise these occupations. Status and recognition may ensue; in short, they claim ‘professionalism’. ‘Professionalism’ is a word resonant with allusions to a particular time and place, loosely located in the United States and England in the twentieth century, although its roots are far earlier, and its present branches are far-reaching. The text is an account of the Human Resource Management occupation’s search for status, legitimacy, and "professionalism" and illustrates how key agents wove a purposeful plan in pursuit of goals through changing socio-economic and political contexts. The text also discusses the changed meanings of and opportunities for professionalism for individual agents, as members of a social grouping that is the occupation. This text is an analysis of the recent development of the Human Resource occupation, against the backdrop of changing meanings and models of professions and professionalism and the traditional signifier of professionalism in the U.K., the Royal Charter. The original research from the UK outlines the efforts undertaken between 1968 and 2000 by the professional body, the present day Chartered Institute of Personnel and Development (CIPD, the Institute), to attain a Royal Charter. This text addresses the following: • The role of key agents and institutions on shaping social structures and practice regimes • The changing construction and meanings of professionalism and professional occupations • The role of the collective professional body in shaping occupational practices in Human Resource Management and Human Resource Development and their effect upon working lives • The continuing significance of the Royal Charter as an ancient institution with deep societal effect
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This volume synthesizes thinking on knowledge management and intellectual capital from a broad range of sources and identifies how human resource management can make a value-added contribution.
With the increased pace of global, economic and technological development, change has become an inevitable feature of any organisation to survive in the competitive market. If it is a planned change process, the HR practitioner can use any of the existing general models or theories of change and use suggestive interventions to increase effectiveness and capability to change itself. When the magnitude of change is unpredictable or the degree of the organisational process or systems is unorganised, the existing models or practice of planned change is still in the formative stage, and there is room for continuous refinement and improvement. This book will bridge this gap in the current organisational development and change literature by benefiting the HR practitioner with six real case studies. The cases bring out the interventions adopted, key activities associated with the successful implementation of interventions and the critical role played by HR in achieving organisational effectiveness. This book captures the transformational journey of a diverse set of companies and weaves various dimensions into a common coherent framework for the field of HRM in Change Management. The case studies illustrate six powerful organisational experiences, listing the major activities contributing to effective change management from motivating change, vision, support from key stakeholders, transition management to organisational and HR commitment for implementation. By demonstrating the role of HR as a ‘change agent,’ this volume will be valuable to researchers, academics, managers and students in the fields of human resource management and change management.
Over the past three decades the Professional Service Firm (PSF) sector has emerged as one of the most rapidly growing, profitable, and significant in the global economy. In 2013 the accountancy, management consulting, legal, and architectural sectors alone generated revenues of US$ 1.6 trillion and employed 14 million people. PSFs play an important role in developing human capital, creating innovative business services, reshaping government institutions, establishing and interpreting the rules of financial markets, and setting legal, accounting and other professional standards. The study of PSFs can offer insights into the contemporary challenges facing organizations within the knowledge economy, and deepen understanding of more conventional organizations. Despite their significance, however, PSFs have until recently remained very much in the shadows of organizational and management research. The Oxford Handbook of Professional Service Firms marks the coming of age of PSF scholarship with a comprehensive and integrative exploration of current research and thinking on PSFs, featuring contributions from internationally renowned scholars in the fields of organizational and management studies. It is divided into three distinct sections - the professions, the firms, and the professionals that work within them - and covers subjects from governance and leadership to regulation, entrepreneurship, and diversity. Bringing together a broad range of empirical and theoretical perspectives, the Handbook offers many potentially important insights into the contemporary challenges of organizations in the knowledge economy and suggests new lines of inquiry that may shed further light on the activities and performance of PSFs and the professionals who work within them.
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The goal of this book is to prepare safety and health professionals to recognize and address human resource issues, applicable laws and regulations, as well as change management techniques used to alter the safety culture within their operations. This book will provide awareness to avoid or address HR related policies/issues/laws which can result in costly litigation, grievances, and other negative implications. The book will address the "pitfalls" for safety professionals to avoid as well as provide the methodology to attain the cultural change necessary to achieve and maintain safety performance. Features Prepares safety professionals how to avoid or address HR issues and laws Provides awareness of applicable labor and employment laws and regulations Covers change management skills applicable to the safety function Enables the safety professional to recognize legal requirements from everyday questions asked by employees Helps safety professionals to prevent becoming entangled in legal issues resulting from their actions or inactions
1. Introduction to Human Resource Management, 2. Human Resource Development, 3. The Organising Function of Human Resource Management, 4. Human Resource Policies, Procedures and Programmes, 5. Strategic Human Resource Management, 6. Strategic Control, 7. Productivity and Improvement, 8. Job Analysis and Work Measurement, 9. Job Design and Ergonomics, 10. Human Resource Planning, 11. Recruitment, 12. Selection, 13. Career Planning and Development, 14. Employee Training, 15. Performance Appraisal, 16. Mobility-Transfers, Promotions and Separations, 17. Employee Compensation, 18. Job Evaluation, 19. Legislative Measures for Employee’s Compensation, 20. Employee Discipline, 21. Grievance Handling, 20. Trade Unions.