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Human Resource Management in the Voluntary Sector: Challenges and Opportunities

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  • Ian Cunningham

Abstract

This article discusses issues facing personnel specialists within the voluntary sector who are trying to implement people management policies associated with the Human Resource Management (HRM) model. It outlines the pressures for change in management practice in the voluntary sector and then focuses more precisely on the definition of HRM theory, providing a rationale for voluntary agencies to develop policies and practices. The difficulties managers and personnel practitioners may face when attempting to implement these practices are described. Finally, an agenda for further research in this area is proposed.

Suggested Citation

  • Ian Cunningham, 1999. "Human Resource Management in the Voluntary Sector: Challenges and Opportunities," Public Money & Management, Taylor & Francis Journals, vol. 19(2), pages 19-25, April.
    • Handle: RePEc:taf:pubmmg:v:19:y:1999:i:2:p:19-25
    DOI: 10.1111/1467-9302.00161
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    Cited by:

    1. Currie, Denise & McCracken, Martin & Venter, Katharine, 2022. "Avoiding the vicious cycle, engendering the virtuous circle: Understanding the interaction of human, social and organizational capitals in non-profit and voluntary organizations," Journal of Business Research, Elsevier, vol. 152(C), pages 17-28.

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