This is an outdated version published on 2023-02-27. Read the most recent version.

Nonprofit Human Resource Management Adjustments in the New Normal

Authors

  • Gorn Huvanandana Graduate School of Public Administration, National Institute of Development Administration

Keywords:

HRM, Nonprofit Management, Nonprofit HRM, Human Capital, Third Sector

Abstract

The situation of the outbreak of the novel coronavirus disease 2019 (Covid-19) has affected the way of life of the people in society, including in terms of organizational management in all sectors that need to adapt to changes in the environment, which is highly volatile. Nonprofit organizations and civil society are considered a mechanism to drive society toward achieving sustainable development goals. The sector has a number of distinctive characteristics, including its earning capabilities and financial self-reliance. Another unique quality lies in its workforce component, with the utilization of volunteers as significant human capital in driving outcomes to achieve the organizational mission. Aspects of human resource management will be addressed, including critical issues of leadership continuity, sustaining employee and volunteer public service motivation, and the emerging challenge of a widening generation gap, which may affect working relationships among a more diverse workforce. Recommendations and practical guidelines for adapting human capital management strategies to maintain efficiency and respond to changes in the new normal are proposed. First, nonprofits should place emphasis on adjusting the organizational structure to be flat and flexible, focusing on the key results that contribute to the goals' attainment. Second, employees must continually learn to develop skills and competencies such as digital literacy and intergenerational literacy to keep up with technological changes and the new norms of this era. In addition, employees in the organization should be encouraged to redevelop and maintain a decent level of inter-action that supports knowledge transfer and enhanced cooperation amongst colleagues. This article discusses the benefits of incorporating talent management and leadership succession concepts within the context of nonprofit organizations in order to provide essential services to civil society in a sustainable manner.

References

Akingbola, K. (2013). A model of strategic nonprofit human resource management. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 24(1), 214-240.

Akinlade, D., & Shalack, R. (2017). Strategic human resource management in nonprofit organizations: A case for mission-driven human resource practices. Global Journal of Management and Marketing, 1(1), 121-146.

Armstrong, M. (2016). Armstrong's handbook of management and leadership for HR: Developing effective people skills for better leadership and management. Kogan Page Publishers.

Beechler, S., & Woodward, I. C. (2009). The global “war for talent.” Journal of International Management, 15, 273-285.

Bethke-Langenegger, P., Mahler, P., & Staffelbach, B. (2011). Effectiveness of talent management strategies. European Journal of International Management, 5, 524-539.

Blass, E., & April, K. (2008). Developing talent for tomorrow. Develop, 1(1), 48-58.

Boudreau, J. W., & Ramstad, P. M. (2005). Talentship, talent segmentation, and sustainability: A new HR decision science paradigm for a new strategy definition. Human Resource Management, 44, 129-136.

Call, M. L., Nyberg, A. J., & Thatcher, S. M. (2015). Stargazing: An integrative conceptual review, theoretical reconciliation, and extension for star employee research. Journal of Applied Psychology, 100(3), 623-640.

Cappelli, P. (2008). Talent management for the twenty-first century. Harvard Business Review, 86(3), 74-81.

Charan, R., Drotter, S. J., & Noel, J. L. (2001). The leadership pipeline: How to build the leadership-powered company. Jossey-Bass.

Choi, N. G., & Chou, R. J. A. (2010). Time and money volunteering among older adults: the relationship between past and current volunteering and correlates of change and stability. Aging & Society, 30(4), 559-581.

Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19, 304-313.

Collings, D. G., Mellahi, K., & Cascio, W. F. (Eds.). (2017). The Oxford handbook of talent management. Oxford University Press.

Cunningham, I. (2005). Struggling to care: Employee attitudes to work at the sharp end of service provision in the voluntary sector. In 23rd Annual Labour Process Conference, Glasgow, April.

Ford, J., Harding, N., & Stoyanova Russell, D. (2010). Talent management and development: An overview of current theory and practice.

Bradford University. Guo, C., Brown, W. A., Ashcraft, R. F., Yoshioka, C. F., & Dong, H. K. D. (2011). Strategic human resources management in nonprofit organizations. Review of Public Personnel Administration, 31(3), 248-269.

Kehoe, R. R., Lepak, D. P., & Bentley, F. S. (2016). Let’s call a star a star: Task performance, external status, and exceptional contributors in organizations. Journal of Management, 44(5), 1848-1872.

Hausknecht, J. P. (2017). Talent and turnover. In D. G. Collings, K. Mellahi, & W. F. Cascio (Eds.), The Oxford handbook of talent management (pp. 361-374). United Kingdom: Oxford University Press.

Hills, A. (2009). Succession planning–or smart talent management? Industrial and commercial Training, 41(1), 3-8.

Kaliannan, M., Darmalinggam, D., Dorasamy, M., & Abraham, M. (2022). Inclusive talent development as a key talent management approach: A systematic literature review. Human Resource Management Review, 33(1), 1-23.

Kim, Y. (2017). Succession planning and management in nonprofit organizations. In The Nonprofit Human Resource Management Handbook (pp. 101-121). Routledge.

Light, P. (2002). The content of their character: The state of the nonprofit workforce. Nonprofit Quarterly.

Lipsky, M. (2010). Street-level bureaucracy: Dilemmas of the individual in public service. Russell Sage Foundation.

O’Boyle, E., & Kroska, S. (2017). Star performers. In D. G. Collings, K. Mellahi, & W. F. Cascio (Eds.), The Oxford handbook of talent management (pp. 43-65). United Kingdom: Oxford University Press.

Perry, J. L. (1997). Antecedents of public service motivation. Journal of public administration research and theory, 7(2), 181-197.

Rothwell, W. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within. Amacom.

Russell, A. R., Walk, M., & Handy, F. (2020). Nonprofit human resource management. In The Routledge companion to nonprofit management (pp. 263-277). Routledge.

Theuvsen, L. (2004). Doing better while doing good: Motivational aspects of pay-for performance effectiveness in nonprofit organizations. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 15(2), 117-136.

Whelan, E., Collings, D. G. & Donnnellan, B. (2010). Managing talent in knowledge-intensive settings. Journal of Knowledge Management, 14(3), 486-504.

Word, J., & Park, S. M. (2009). Working across the divide: Job involvement in the public and non-profit sectors. Review of Public Personnel Administration, 29(2), 103-133.

Word, J., & Park, S. M. (2015). The new public service? Empirical research on job choice motivation in the nonprofit sector. Personnel Review, 44(1), 91-118.

Downloads

Published

2023-02-27

Versions

How to Cite

Huvanandana, G. . (2023). Nonprofit Human Resource Management Adjustments in the New Normal. PAAT Journal, 4(8), 140–156. retrieved from https://so10.tci-thaijo.org/index.php/paatj/article/view/442

Issue

Section

Academic Article