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Equal opportunity in the workplace is thought to be the direct legacy of the civil rights and feminist movements and the landmark Civil Rights Act of 1964. Yet, as Frank Dobbin demonstrates, corporate personnel experts--not Congress or the courts--were the ones who determined what equal opportunity meant in practice, designing changes in how employers hire, promote, and fire workers, and ultimately defining what discrimination is, and is not, in the American imagination. Dobbin shows how Congress and the courts merely endorsed programs devised by corporate personnel. He traces how the first measures were adopted by military contractors worried that the Kennedy administration would cancel their contracts if they didn't take \"affirmative action\" to end discrimination. These measures built on existing personnel programs, many designed to prevent bias against unionists. Dobbin follows the changes in the law as personnel experts invented one wave after another of equal opportunity programs. He examines how corporate personnel formalized hiring and promotion practices in the 1970s to eradicate bias by managers; how in the 1980s they answered Ronald Reagan's threat to end affirmative action by recasting their efforts as diversity-management programs; and how the growing presence of women in the newly named human resources profession has contributed to a focus on sexual harassment and work/life issues.

Faculty members who care about the institutions of higher education where they work are often at odds with university management. In his forceful book,Under New Management, Randy Martin takes a novel, evenhanded approach to this gulf between professors, who feel a loss of autonomy, and administrators. Martin imagines a political future for academic labor based on a critical understanding of the administrative work that faculty already undertake. He considers the differences between self-rule and specialized expertise and provides a case study of a New York City public school to show how kids and families respond to the demands of managerial productivity that is part of preparing students for college.Under New Managementalso considers changes faced by students, faculty, and administrators in light of this reworked social compact of professionals.

Strategic Management of Human Capital in Education offers a comprehensive and strategic approach to address what has become labeled as \"talent and human capital.\" Grounded in extensive research and examples of leading edge districts, this book shows how the entire human resource system in schools—from recruitment, to selection/placement, induction, professional development, performance management and evaluation, compensation, and career progression—can be reformed and restructured to boost teacher and principal effectiveness in ways that dramatically improve instructional practice and student learning. Strategic Management of Human Capital in Education guides educators towards putting more effective teachers, teacher leaders, and principals in the country’s schools—especially in poverty-impacted urban and rural communities—equipping those teacher and principals with instructional and leadership expertise, and rewarding and retaining those who are successful in attaining these objectives. Drawing from cases, experiences, and deliberations from a national task force, this book outlines a comprehensive framework for how to transform current human resource management practices into authentic, strategic talent management systems in order to improve student achievement. 1. Strategic Management of Human Capital in Education: A Framework 2. A Powerful Education Improvement Strategy 3. Staffing and Recruiting Top Talent 4. Performance Management in Education 5. Measuring Teacher Performance for Strategic Human Capital Management, Anthony Milanowski 6. Induction and Professional Development 7. New Policies for Licensure, Tenure, Evaluation and Dismissal 8. The Compensation Side of Strategic Talent Management 9. Strategic Talent Management for Principals, Steven Kimball 10. Organizing to Implement Strategic Talent Management in Education, Allan Odden, Anthony Milanowski, and Steven Kimball 11. The State Role in Strategic Management of Education Talent 12. The Policy and Political Environment for Change, James A. Kelly \"Rooted in improving student achievement, the book shows how strategy for developing people overlays with strategy for developing rigorous college ready curricula.\" —Teachers College Record \"This important new book clearly and comprehensively addresses the new work in school reform that is changing the face of human resources in school systems.\" -- From the Foreword by Carl A. Cohn, Professor and Co-Director, Urban Leadership Program, Claremont Graduate University \"All the reorganization and restructuring in the world cannot compensate for poorly selected and developed personnel. Allan R. Odden provides future education leaders a comprehensive foundation for ensuring that school systems recruit, select, retain, and develop educators capable of meeting the challenges of high-stakes schooling.\" -- Daniel L. Duke, Professor of Educational Leadership, University of Virginia Allan R. Odden is Professor of Educational Leadership and Policy Analysis at University of Wisconsin-Madison, Director of Strategic Management of Human Capital, and Co-Director of the Consortium for Policy Research in Education in the Wisconsin Center for Education Research.

\"Completely revised and expanded, the ultimate guide to starting--and keeping--an active and effective volunteer programDrawing on the experience and expertise of recognized authorities on nonprofit organizations, The Volunteer Management Handbook, Second Edition is the only guide you need for establishing and maintaining an active and effective volunteer program. Written by nonprofit leader Tracy Connors, this handy reference offers practical guidance on such essential issues as motivating people to volunteer their time and services, recruitment, and more. Up-to-date and practical, this is the essential guide to managing your nonprofit's most important resource: its volunteers.Now covers volunteer demographics, volunteer program leaders and managers, policy making and implementation, planning and staff analysis, recruiting, interviewing and screening volunteers, orienting and training volunteers, and much moreUp-to-date, practical guidance for the major areas of volunteer leadership and managementExplores volunteers and the law: liabilities, immunities, and responsibilitiesDesigned to help nonprofit organizations survive and thrive, The Volunteer Management Handbook, Second Edition is an indispensable reference that is unsurpassed in both the breadth and depth of its coverage\"--Provided by publisher.

Human resource departments are key components in the people management system of nearly every medium-to-large organization in the industrial world. They provide a wide range of essential services relating to employees, including recruitment, compensation, benefits, training, and labor relations. A century ago, however, before the concept of human resource management had been invented, the supervision and care of employees at even the largest companies were conducted without written policies or formal planning, and often in harsh, arbitrary, and counterproductive ways. How did companies such as United States Steel manage a workforce of 160,000 employees at dozens of plants without a specialized personnel or industrial relations department? What led some of these organizations to introduce human resources practices at the end of the nineteenth century? How were the earliest personnel departments structured and what were their responsibilities? And how did the theory and implementation of human resources management evolve, both within industry and as an academic field of research and teaching? InManaging the Human Factor, Bruce E. Kaufman chronicles the origins and early development of human resource management (HRM) in the United States from the 1870s, when the Labor Problem emerged as the nation's primary domestic policy concern, to 1933 and the start of the New Deal. Through new archival research, an extensive review and synthesis of the historical and contemporary literatures, and case studies illustrating best (and worst) practices during this period, Kaufman identifies the fourteen ideas, events, and movements that led to the creation of specialized HRM departments in the late 1910s, as well as their further growth and development into strategic business units in the welfare capitalism period of the 1920s. The research presented in this book not only uncovers many new aspects of the early development of personnel and industrial relations but also challenges central parts of the contemporary interpretation of the concept and evolution of HRM. Rich with insights on both the present and past of human resource management,Managing the Human Factorwill be widely regarded as the definitive account of the early history of employee management in American companies and a must-read for all those interested in the indispensable function of managing people in organizations.

When both an industry's workers and its customers report high and rising frustration with the way they are being treated, something is fundamentally wrong. In response to these conditions, many of the world's airlines have made ever-deeper cuts in services and their workforces. Is it too much to expect airlines, or any other enterprise, to provide a fair return to investors, high-quality reliable service to their customers, and good jobs for their employees? Measured against these three expectations, the airline industry is failing. In the first five years of the twenty-first century alone, U.S. airlines lost a total of $30 billion while shedding 100,000 jobs, forcing the remaining workers to give up over $15 billion in wages and benefits. Combined with plummeting employee morale, shortages of air traffic controllers, and increased congestion and flight delays, a total collapse of the industry may be coming. Is this state of affairs inevitable? Or is it possible to design a more sustainable, less volatile industry that better balances the objectives of customers, investors, employees, and the wider society? Does deregulation imply total abrogation of government's responsibility to oversee an industry showing the clear signs of deterioration and increasing risk of a pending crisis? Greg J. Bamber, Jody Hoffer Gittell, Thomas A. Kochan, and Andrew von Nordenflycht explore such questions in a well-informed and engaging way, using a mix of quantitative evidence and qualitative studies of airlines from North America, Asia, Australia, and Europe.Up in the Airprovides clear and realistic strategies for achieving a better, more equitable balance among the interests of customers, employees, and shareholders. Specifically, the authors recommend that firms learn from the innovations of companies like Southwest and Continental Airlines in order to build a positive workplace culture that fosters coordination and commitment to high-quality service, labor relations policies that avoid long drawn-out conflicts in negotiating new agreements, and business strategies that can sustain investor, employee, and customer support through the ups and downs of business cycles.