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The Nonprofit Human Resource Management Handbook


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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

About the Author

Jessica K. A. Word is an Associate Professor in the School of Public Policy and Leadership at the University of Nevada, Las Vegas, USA. She currently serves as Director of the Nonprofit, Community, and Leadership Initiative and Graduate Coordinator for the School. She received her doctorate from the Rueben Askew School of Public Administration and Policy at Florida State University in 2006. Her research focuses on capacity building in the public and nonprofit sector. Her work has been published in Public Administration Review, Review of Public Personnel Administration, Public Personnel Management, the Journal for Nonprofit Management, Journal of Management, Spirituality and Religion, and The Innovation Journal. She currently serves as the book review editor for the International Journal of Public Administration. She has worked with notable national nonprofits such as the Girl Scouts of the USA, Volunteers of America, and Opportunity Knocks on issues related to employee engagement and burnout. Jessica E. Sowa is an Associate Professor in the School of Public and International Affairs in the College of Public Affairs at the University of Baltimore, USA. She currently serves as Director of the M.S. in Nonprofit Management and Social Entrepreneurship program. Her research focuses on public and nonprofit management, with an emphasis on organizational effectiveness, leadership, and the management of human resources in public and nonprofit organizations. Dr. Sowa's work has been published in Public Administration Review, Administration and Society, Public Personnel Administration, American Review of Public Administration, Journal of Public Administration Research and Theory, Nonprofit and Voluntary Sector Quarterly, and the Review of Public Personnel Administration. Her current research on high performance work systems in nonprofit human service organizations was funded by a grant from the Society for Human Resource Management (SHRM) Foundation. She serves on the editorial board of a number of journals in public administration and human resource management.


"If I were to make a list of scholars who we should hire to assemble current thinking on human resource management in the nonprofit sector, Sowa and Word would be at the top of my list. They have organized an impressive panoply of nonprofit sector scholars who represent our best current thinking on strategic human resource management." - Mark Hager, Arizona State University, USA

"Comprehensive in scope, Sowa and Word cover critical topics ranging from how to attract the best and brightest employees and volunteers into the sector, to managing and cultivating diversity, to applications of technology in human resource management, and everything in between. This book serves as a valuable resource that I look forward to sharing with my students undertaking careers in the nonprofit sector." - Kelly LaRoux, The University of Chicago at Illinois, USA

"The Nonprofit Human Resource Management Handbook is an excellent confluence of the state-of-art research on human resources in nonprofit organizations and the practical matters confronting nonprofit managers seeking to effectively deploy their human capital. Sowa and Word and their outstanding colleagues have compiled an accessible, yet rigorous, resource that benefits both scholars and practitioners by highlighting critical issues that nonprofit organizations must successfully navigate to recruit and retain talented workers in the current environment. This will certainly be a much-used textbook in nonprofit management courses. I wish I would have had this book when I was a student!" - Rebecca Nesbit, University of Georgia, USA

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