Hrm In Mission Driven Organizations

This edited collection examines human resource management in organizations other than those that are set up to make a profit. Covering human resource management in a number of different kinds of mission-driven organizations, the book explores organizations in sectors and industries such as the governmental and intergovernmental public sector, volunteer organizations and charities, religious organizations, cultural organizations, sports organizations and B-corporations. Recognizing the reality of management practice in the (many small) organizations covered by the book, the chapters deal with the way that people are actually managed whether or not there is an HRM department present. Students of business management and human resource management will find this book invaluable as a source of knowledge on not for profit organizations, as many of the chapters include detailed examples and case studies.

A higher purpose is not simply about profit. Symbolising the motivations of our actions and efforts, it reflects something much more aspirational and contributes to our global society. This open access book offers novel solutions to ensure employees support a wider organizational meaning whilst guaranteeing that the company benefits from the employee’s individual sense of purpose. Advocating a shift from previous models and theories, this book contributes to debate and offers insight for both scholars and practitioners. The chapters bring together academic rigour and practical models to help readers distinguish between the fads and influential strategies. Exploring the development of purpose at each level of business, from strategy and leadership to communication, this book avoids theoretical jargon and provides new approaches to building sustainable purpose-driven organizations. This is an Open Access book sponsored by DPMC Spain, UIC Barcelona and Corporate Excellence - Centre for Reputation Leadership

Human Resource Management (HRM) in project-oriented organizations is a relatively unexplored topic though it is essential to the success of the organization and its competitive advantage. Project-oriented organizations operate differently from classic business organizations in that they adopt temporary organizations in the form of projects and programs, therefore the HRM approach they adopt should support this unique structure. Human Resource Management in the Project-Oriented Organization takes a look at the multiple facets of HRM and how HRM should be applied in project-oriented organizations.It is important for both human resource managers and project managers to adopt specific HRM practices and processes when working in project-oriented organizations due to the effect these procedures have on employee perception of the work environment and the employment relationship. Through four in-depth case studies over a spread of organizations, Human Resource Management in the Project Oriented-Organization investigates the distinctive characteristics of project-oriented organizations that lead to the need for specific HRM practices and considers the implications for organizations, projects and individuals.Table of ContentsI.IntroductionII.People in The Project-Oriented OrganizationIII.Literature SearchIV.Research MethodologyV.HRM PracticesVI.HRM RolesVII.Employee Well-BeingVIII.Conclusions and Recommendations

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.

Presenting findings from research into Sweden's leading multinationals this book focuses on engineering companies operating in global industries such as pharmaceutical, aerospace, packing systems and automotive. It explores research and practice within the area of HRM focusing on project-based organizations.

The core resources and capabilities of any nonprofit organization lie in their human capital; their knowledge, skills and behaviors are critical to the achievement of the organization's mission and performance. Thus, effective management of this key resource is integral to the nonprofit organization's success. This book focuses on the unique characteristics, challenges and contribution of human resource management to the strategic objectives of the nonprofit. It explores contemporary issues that place the management of people at the intersection between the mission, strategy and performance of the organization. The book: * Uses the latest theory to build models that explain the determinants and dimensions of strategic HRM within the nonprofit sector * Examines the core HRM functions in the context of the nonprofit sector to provide insight into how nonprofits can optimize HRM contributions to performance * Provides a step-by-step process to develop, implement and manage HR practices that are aligned with the strategy of the nonprofit organization * Demonstrates how to integrate volunteer management into strategic HRM Using examples from around the world, as well as cases to facilitate learning, this book is ideal for students and professionals interested in strategic human resource management, and nonprofit management.

This book addresses the contemporary aspects of employee voice through theoretical and practical analysis. In addition to case studies of employee voice in the workplace, it also looks at emerging forms of voice associated with the use of technology such as social media. Because of the breadth of the concept of employee voice, the focus of the book lends itself to an international perspective on employment relations and human resources management – analyses and experiences drawn from one country will be usefully considered or applied in relation to others.

International Human Resource Management provides a concise overview of the rich HR landscape in Europe to help students develop cutting-edge people management approaches. The innovative, multi-disciplinary approach of the book provides a holistic picture of the key issues on the individual, organizational and societal levels. The book is divided into three parts: Part I explores the institutional and economic contexts that organizations face in different European countries. This section goes beyond exploring issues of diversity to include a discussion of the impact of the recent financial crisis. Part II concentrates on the key challenges and trends facing HR, including an aging population, migration, and sustainability, and analyzes the unique and inventive ways these are addressed in different countries across Europe. Part III focuses on the fundamental HR areas – recruitment and selection, performance management and rewards, employment relations, global careers, and so forth – and the ways in which these policies and practices are shaped by the European Union. With broader coverage, the latest thinking in the field, and cutting-edge cases, examples and insights, this book will prove a highly valuable resource for students, researchers and practitioners working in human resource management, and international business.