This paper examines the core components of human resource management in public and non-profit organizations, covering job analysis, recruitment, and performance management. It explains how job analysis identifies the skills, duties, and physical requirements of a position before hiring begins, and how those findings shape salary levels, recruitment venues, and job descriptions. The paper also addresses how public-sector and non-profit entities differ from private firms in compensation strategy and candidate sourcing. Finally, it outlines performance review methods, including both subjective supervisory assessments and quantitative output measures, and how initial job descriptions serve as benchmarks for evaluating employee progress.
Before the hiring process takes place, HR must have a clear understanding of the needs of the organization. One common method of job analysis is to interview and analyze the work of current employees, although it is important to remember that job analysis focuses on the specifications of the job, not the person currently occupying it (Job Analysis, 1999, HR Guide). Observations of employees, reviewing work logs, talking to supervisors, and compiling task lists are all components of job analysis (Job Analysis, 1999, HR Guide).
Job analysis is required to determine the skills needed in an applicant, which will in turn affect salary, recruitment, and the nature of the job search. For example, if a college degree is required for a position, that will influence the salary level and the venues of recruitment — recruiting at colleges to interview prospective seniors might be a more effective method than a general job fair or internal recruitment alone.
To avoid allegations of discrimination, all stated job requirements must be relevant to the work being performed. When creating a job description, several elements must be addressed: the purpose of the job (what it is meant to accomplish and how it relates to other parts of the organization); the job content (the duties and responsibilities of the role); accountabilities (how output will be judged); performance measurements; and physical resource requirements such as location, travel demands, and necessary equipment knowledge (Job Analysis, 2011, Tutor2U).
For non-profit entities, there may be a particular concern that the individual feels passionate about the cause the organization serves. Government entities may be more constrained in how job descriptions are formatted, given that pre-existing job definitions often exist within the civil service or military hierarchy. Determining compensation packages also differs for public organizations. Traditionally, public-sector employers have emphasized benefits such as pensions, generous health care plans, and greater job security to attract recruits, rather than high salaries and bonuses. Non-profits may make greater use of interns and volunteers for administrative work — individuals who wish to strengthen their résumé while also contributing to a meaningful cause.
"Internal vs. external recruitment strategies and requirements"
"Methods for assessing employee output and performance"
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