A Model of Strategic Nonprofit Human Resource Management

Kunle Akingbola

105 citations0/0 files storedVOLUNTAS International Journal of Voluntary and Nonprofit Organizations

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Human Resource and Talent Management Nonprofit Sector and Volunteering Management and Organizational Practices

Abstract

Abstract This article presents a model of strategic nonprofit human resource management (SNHRM) that draws from resource-based view and resource dependence theory, to explain the determinants of strategic human resources management (SHRM) in nonprofit organizations. Three guiding principles, strategy types and propositions are presented to explain the complex interactions and processes in the SNHRM system. The article lays a foundation for future research and offers managers a framework for SHRM planning and implementation in nonprofit organizations.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1984A resource‐based view of the firm 1980Competitive Strategy: Techniques for Analyzing Industries and Competitors 2017Exchange and Power in Social Life 2011External Control of Organizations: Resource Dependence Perspective 1995The Theory of the Growth of the Firm 1965Exchange and Power in Social Life.

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2013Collaboration Between Nonprofit and Business Sectors: A Framework to Guide Strategy Development for Nonprofit Organizations 2016Management dynamics in the knowledge economy 2016‘The mission or the margin?’ A high-performance work system in a non-profit organisation 2016Employee perceptions of HRM and well-being in nonprofit organizations: unpacking the unintended 2022Does Servant Leadership Stimulate Work Engagement? The Moderating Role of Trust in the Leader 2018Exploring a model of servant leadership, empowerment, and commitment in nonprofit organizations

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