Passion, Purpose and Professionalism
Edited by Ronald J. Burke and Cary L. Cooper
Chapter 1: Human resource management in the nonprofit sector: setting the stage
There has been considerable writing on the critical role human resource management plays in the performance of private sector organizations (e.g. Burke & Cooper, 2006; Becker, Huselid & Beatty, 2005; Lawler, 2003; Lawler & Worley, 2006; Pfeffer, 1998; Sisodia, Wolfe & Sheth, 2007; Ulrich & Smallwood, 2003; Katzenbach, 2000), with less attention devoted to the public sector (see Burke, Noblet & Cooper, 2012), the small business sector (Cooper & Burke, 2011), the health care sector (Spurgeon, Burke & Cooper, 2012) and the nonprofit sector. This volume addresses this gap by considering human resource management in the nonprofit sector. In the 1980s, governments began to downsize and download services and responsibilities to the private and nonprofit sectors. At the same time, more individual citizens have come to rely on these products and services. These factors increased competition among nonprofits for funding support, supported the use of human resource management practices from the private sector into the nonprofit sector, as well as increasing pressures on nonprofits to be accountable and demonstrate their value (Alexander, Brudney & Yang, 2010).
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