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This impressive book assembles the latest research findings and thinking on the management of voluntary/nonprofit sector organizations and the effective utilization of both paid staff and volunteers. The authors expertly look into the challenges faced by this sector and the growing role that it plays in society. They review HRM in the voluntary sector and discuss the challenges of bringing about best practices, as well as suggesting how to improve leadership of voluntary/nonprofit organizations. --Non-profit organizations serve several useful purposes in society and exist in every country in the world. Like organizations in other sectors, non-profit organizations now have to do more with less. This book indicates the ways in which human resource management policies and practices can improve the effectiveness of non-profit organizations. The authors consider the roles played by non-profit organizations in effective leadership and its development, developing the non-profit brand, enhancing learning and skills development of both paid staff and volunteers and encouraging and supporting organizational change. They also examine how university-based education programs are developing talent in the non-profit sector. -- 'This volume addresses several important topics that influence HRM in the nonprofit sector. By providing rich context and linking research to practice, it creates a foundation for those interested in advancing the art and science of human resources in voluntary organizations.' (Gary R. Kirk, Virginia Tech, US).

Human Resource Management in Small Business fills a gap in our understanding of economic performance. Small businesses are more numerous, have more employees, and contribute more to the economies of nations throughout the world than do large organizations. This book examines a range of issues, including the significance of human resource management (HRM) practices to small business success, the management of work hours and work stressors, work and family issues, succession planning, employee recruitment and selection, and managing staff. It also explores how individuals develop HRM skills, and learn from their own and others' experiences. The role of HRM practices in successful small businesses is illustrated through a range of case studies. -- Including contributors who are internationally recognized academics from a range of countries, this book will prove to be an essential resource for postgraduate students and academics in management. Professional managers and owners in SMEs will also discover great insights from this admirable book.

PurposeInterest in the potential negative effects of long work hours has increased over the past ten years. The purpose of this paper is to compare personal demographics and work situation characteristics, stable individual difference factors, job behaviors, work and extra‐work satisfactions and psychological well‐being of female MBA graduates in managerial and professional jobs working 56 h a week or more with those working 55 h a week or less.Design/methodology/approachData were collected from 247 female MBA graduates of a single Canadian business school, using anonymously completed questionnaires, with about a 35 percent response rate.FindingsFemales working more hours reported both benefits and costs. The benefits included higher levels of job satisfaction, future career prospects and salary; the costs included higher levels of job stress and psychosomatic symptoms and lower levels of family satisfaction and emotional health.Research limitations/implicationsAll data were self‐reports and the sample of women managers and professionals working 56 or more hours a week was relatively small. The research needs to be replicated in other countries as well.Practical implicationsOrganizations need to consider the potential costs to both employees and themselves from long working hours.Originality/valueThis paper is one of few studies of the effects of long work hours on the experiences of managerial and professional women.

PurposeIt has been suggested that females may be disadvantaged in professions and organizations that require working long hours since females may choose to work fewer hours or may have to work fewer hours because of home and family responsibilities. The term "extreme jobs" has been used previously to describe jobs in which incumbents work 60 or more hours a week. The purpose of this paper is to compare female and male managers working 56 or more hours a week on personal and work situation characteristics, job behaviors, work and extra‐work outcomes and indicators of psychological well‐being.Design/methodology/approachData were collected from 530 managerial and professional women and men in Canada using an anonymously completed questionnaire, about a 35 percent response rate. All had achieved their MBA degrees from the same university. Only those working 56 h a week or more were used in this research.FindingsFirst, a slightly smaller percentage of females worked 56 or more hours a week. Second, females were significantly different from males on a number of personal and work situation characteristics (were younger, less likely to be married or to have children, had less job and organizational tenure). Third, there were few differences on stable individual difference characteristics, job behaviors, work outcomes, extra‐work satisfactions and psychological well‐being. Females did, however, indicate more psychosomatic symptoms, higher levels of satisfaction with friends, and tended to report higher levels of perfectionism and job stress. The work and non‐work experiences of females and males in these "extreme jobs" tended to be more similar than different. The few differences noted did indicate females to be somewhat disadvantaged.Research limitations/implicationsAll data were collected using questionnaires raising the possibility of response set tendencies.Originality/valueThis paper describes one of the few studies that looks at the effects of "extreme jobs" on managerial women.

PurposeThis exploratory study aims to compare job demands, work outcomes, social and coping resources and indicators of psychological and physical health of male and female police officers in Norway.Design/methodology/approachData were collected using anonymously completed questionnaires.FindingsMany demographic differences were present in that male officers were older, worked more hours and overtime hours, were more likely to work continuous shiftwork, worked in smaller forces and were less educated. Few differences were found on job demands but male officers experienced more violence and threat, and female officers more harassment and discrimination. The two groups were generally similar on work satisfactions, social and coping resources and psychological and physical health.Research limitations/implicationsAll data were collected using questionnaires raising the possibility of common method variance. It is also not clear extent to what these findings generalize to police officers in other countries.Practical implicationsWhile few differences were found between male and female police officers, the fact that females reported more harassment and discrimination suggests that police forces need to continue to address these gender issues.Originality/valueWhile other studies of police officers have suggested widespread gender differences, few appeared here.

PurposeThis study aims to examine gender issues in a sample of male and female police officers in Norway.Design/methodology/approachThree gender issues were considered: perceptions of equal opportunity, possible reasons for differences in male and female career opportunities, and experiences of sexual harassment. Data were collected from 766 police officers in Norway using anonymous questionnaires, a 62 percent response rate.FindingsFemale officers indicated significantly lower levels of equal opportunity perceptions, more reasons for career opportunity differences (particularly discrimination), and more sexual harassment than did male officers. Female officers reporting lower levels of equal opportunity perceptions were less job‐satisfied, more cynical, rated their quality of leadership lower and indicated more health complaints. Female officers experiencing more sexual harassment also indicated less job satisfaction. Finally, female officers offering more reasons for career differences (particularly discrimination) reported less job satisfaction, and lower professional efficacy.Research limitations/implicationsFuture research needs to examine gender issues in policing in greater depth using qualitative methodology. Data collected used self‐reports ,raising the possibility of response set tendencies. Results may not generalize to other countries or other professions.Practical implicationsSuggestions for addressing gender issues in organizations are offered.Originality/valueProvides current information on consequences of gender issues in policing in a cross‐cultural context.

The mentor relationship has been identified as an important contributor to job and career success. Compares managerial and professional women with and without mentors on a variety of measures. These include personal demographic and situational characteristics, work outcomes and aspects of psychological well‐being. Women having mentor relationships were younger, in higher level positions, had shorter job tenure, worked more hours and extra hours per week and attached higher priority to their careers. Women having mentor relationships also indicated more favourable work outcomes but similar levels of psychological well‐being. Results of logistic regression analysis revealed only two significant differences: women with mentors expressed more optimistic future career prospects and worked more extra‐hours per week. Concludes that potential benefits of mentoring for managerial and professional women may be smaller than suggested by proponents of mentoring.

This exploratory study examined satisfactions and work experiences of managerial and professional women as a function of the gender proportions of their organizations. Gender proportion considered both the number of women (predominantly women, 50% women, predominantly men) and their location (at every level, in senior management). Data were collected from 792 managerial and professional women using questionnaires completed anonymously. Most respondents worked in organizations with predominantly men in senior management although women were as likely as men to be present at other organizational levels. Gender proportion was found to have only modest effects, when personal and organizational factors were controlled.