Human Resource Management in the Nonprofit Sector
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Human Resource Management in the Nonprofit Sector

Passion, Purpose and Professionalism

Edited by Ronald J. Burke and Cary L. Cooper

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.
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Chapter 9: Effectively leading a diverse nonprofit workforce

Joy Jones and Dail Fields


Prevailing uncertainties about global economic stability and growth challenge nonprofit organizations to make changes to ensure their survival and to cultivate required human capital, market share and diverse revenue streams. To compete for scarce resources, nonprofits will be required to become ever more strategic in the ways they accomplish their mission (Mesch, 2010). In addition, demographics of the available labor force are changing in many developed countries, with some suggesting there may be a shortage of leadership as the ‘baby boomers’ retire (Johnson, 2009). On a positive note, numerous university programs focused on nonprofit management have appeared with substantial enrollments suggesting a trend toward organizational professionalism that should not only change the culture of nonprofit organizations, but also correct inaccurate perception that working in nonprofits consists of informal activities done by amateurs (Mesch, 2010). Nonprofit leaders must focus on finding and developing employees with skills for innovation and flexibility in fulfilling a variety of roles and tasks while interfacing with staff and donors not only from domestic constituent groups, but also across international borders.

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