Non Profit Necessity Strategic Human Resources

Running head: Strategic Human Resources - Nonprofit Necessity

Strategic Human Resources - Nonprofit Necessity 5

Strategic Human Resources - Non-Profit Necessity

Abstract

Most physical capital does not replace the human resources of non-profit organizations. Non-profit organizations face high pressure to use their human resources efficiently to ensure they have a competitive advantage. The strategic human resources theory approach has monopolized research in many non-profit organizations where human resource practices get adjusted for organizational performance. This approach may not fully grasp the human resource practice characteristics, especially those that depend on techniques such as short-term volunteers. The paper examines the importance of strategic and comprehensive human resource practices in non-profit organizations, what they comprise, why they are necessary, and the problems encountered by not having acceptable human resource practices. The importance of recruitment, compensation, and labor relations in these organizations is high, with training being the most important in the organization’s strategy. Lack of adjustment between human resource management and strategic planning shows the need for non-profits organizations to address their human resource capacity challenges and enhance a strategy’s effectiveness.

Non-profit organizations are groups whose main objective is to provide services that the public or private sector can provide. It is a group that supports the origin of public concern on a non-profit basis like in arts, education, politics, public policy, religious issues, scholarships, and the environment. The organizations help fill gaps between government supplies and social needs. The main reason for their growth is the increasing public dissatisfaction with the social welfare that the government provides. The organizations save lives; some help people and fight for human rights. They are found everywhere, with people born in non-profit hospitals or attending non-profit schools, watching sports from non-profit sports companies, and visiting their parents in non-sport nursing homes (Stalder & Adrover, 2019). These organizations typically pay attention to the organization’s survival as a complicated changing environment impacts them. High pressure from established private practices that are profitable exerts pressure on non-profit organizations to perform better and improve their strategic plans. Human resource professionals, leaders, and managers should implement strategies to manage the uncertainties and improve the opportunities for the organization’s effectiveness and help the organization attain its goals. The process of strategic planning in non-profit organizations serves as the device for the strategy for financial sustainability in an organization setting and the allocation of resources to have a competitive advantage (Chen& Huang, 2009). Non-profit organizations are independent, public, and private. They offer services that are harder to measure than profit. The monetary operator for the non-profit organizations is to maximize the output when a given budget gets presented are competitors are instead seen as comparators. The strategic and comprehensive human resource practices are necessary for non-profit organizations’ failure to use them creates problems that can significantly affect the organization’s goals and objectives.

Non-profit organizations get defined by the absence of stock and other ownership signs that give the owners control. The human resource department’s primary function is to manage people in the organization to secure competitive advantages over other organizations. The non-profit organizations’ paramount commitment is to ensure the workers’ commitment and motivation to meet the long-term goals (Bjorklund & Ngan, 2011). The plans get achieved through communication between management and employees, employee involvement, empowerment, and training and development. There are contrasting extents to the importance of human resources to non-profit organizations. The personnel services in these organizations are the essential assets in the organization. The employees are affected by internal factors and find their motivation from them. Commendations on the strategic plans of the non-profit organizations depend on employees, who are the essential stakeholders.

There are four different areas checked in a human resource system. They include; flow, performance, involvement, and development. The flow consists of managing people’s movement in and out of the organization, while performance deals with creating motivation among the employees. Involvement makes the employees involved in decision-making or their influence on their working conditions. The development gives the opportunities to develop the employees both personally and physically. Flow deals with managing the in-and outflows of human resources in the organization and managing its internal environment. Most people are craving to have more growth opportunities and favorable working conditions. Strategic human resource practices are necessary for the organization’s recruitment and selection, the organizations’ promotions, and its release. The job opportunity in any non-profit organization requires volunteers of a specific age, gender, and education (Bjorkund& Ngan, 2011). Each organization has different ways of carrying out the selection and recruitment process. Most non-profit organizations select employees interested in the arts, education, or organization’s mission and vision. The organization first tries to supply the vacancy with internal resources; if it fails, the external resources get consulted (Parsehyan, 2017). The organizations come up with the job description for the job, advertise the job, applicants get selected by participating in interviews, application forms, or tests. Some measures such as personality tests, cognitive assessments, assessment centers, and situational tests develop an ideal candidate for the position.

After selection, the newcomers participate in orientation programs to ensure organizational communication and adaptation processes are understood. The non-profit organizations may lead the programs based on whether they are based on field operations or for a permanent position. The job descriptions get reviewed, and participants get introduced to the foundation’s general structure and the managerial staff they will work with (Parsehyan, 2017). The human resource department trains the field personnel on the job does and do not. The permanent personnel members get introduced to the organization and detail the departments they are working on and their responsibilities.

Achieving high performance among both the employees and volunteers is essential for the organization to survive since funding competition is higher. The strategic and comprehensive human resource practice is attained by rewarding and motivating the staff. Analyzing performance is done by checking how the organization gained its goals and the staff feedback. Performance appraisals evaluate whether the employee takes responsibility for the job, whether the employee meets the job objective determined according to strategic planning, and the individual’s aim within the personal routine(Parsehyan,2017). The employees then evaluate their competencies, and also they are assessed by the managers. It helps determine the employee’s weaknesses and strengths. After a performance appraisal, rewarding systems get developed. Volunteers assumed that their tasks are self-motivating; otherwise, there is no need to give their time willingly. For employees, self-motivation may not be present, but their motivation is to do something good for others. Stimulation achievement provides meaningful, exciting, and challenging jobs, freedom, and meaningful feedback.

The human resource practices strengthen, establishing, discovering, and improving ways to solve problems that the volunteers and organization face during adaptation to the external environment and with the union with the internal environment. The downward communication occurs when there is formal communication through the organization’s hierarchal structure (Parsehyan,2017). The human resources can control the not proper conversation as it occurs between the employees from their positions. Communication within the organization helps achieve the organizational goals and accomplish the objectives. The volunteers and employees significantly influence the implementation programs and practical work with the volunteers casting votes to express their views. The communication and involvement of the employees help in setting goals (Parsehyan, 2017). According to the strategic plans, the organization sets the goals and analyzes their achievement through performance analysis.

The non-profit organizations provide a variety of internal courses for the volunteers and employees. They are encouraged to attend the lessons out of pure interest and obtain knowledge to facilitate their work or carry out a new project. The organization encourages volunteers To attend the courses by paying all the course costs, accommodation, and travel expenses. It does not provide standard procedures for the employees, but it ensures that they can access external courses. Those with a higher workload need a piece of more knowledge to carry out their missions (Bjorklund & Ngan, 2011). Career development is essential for employees who can advance in the organization. They can change jobs within the organization or move to different countries. Volunteers have full-time employment from non-profit organizations; therefore, making their careers in the organizations is not their primary interest. The organization faces lots of problems when the human resource practices lack a good following. These may lead to the reluctance of the human resource professionals to suggest new programs due to the organizational change of issues that may conflict with established procedures. Lack of practices leads to the lack of skills and capabilities necessary to achieve the organization’s objectives (Pynes, 2004). Most non-profit organizations are unwilling to invest their time and money in training, fearing donors’ response. The politicians’ influence on the non-profit organizations may undermine change and lead to poor performance.