Strategic human resources management in nonprofit organizations

Chao Guo, William A. Brown, Robert Ashcraft, Carlton F. Yoshioka, Hsiang KaiDennis Dong

Research output: Contribution to journalArticlepeer-review

79 Scopus citations


This study explores the prevalence of strategic human resources management (HRM) practices in nonprofit organizations as well as the organizational and contextual determinants. Based on survey data collected from 229 charitable nonprofit organizations, we find that organizations that are larger in size, technologically savvy, and dependent on the work of independent contractors all appear to be more likely to implement strategic HRM practices. Local affiliates of national organizations are more likely to implement strategic HRM practices. In addition, younger organizations, educational organizations, and organizations that do not have dedicated HR staff are also more likely to implement strategic HRM practices. Although dependence on volunteer labor has no significant effect on the outcome, further analysis indicates that volunteer-dependent organizations differ from others in several aspects of strategic HRM.

Original languageEnglish (US)
Pages (from-to)248-269
Number of pages22
JournalReview of Public Personnel Administration
Issue number3
StatePublished - Sep 2011


  • charitable organizations
  • nonprofit organizations
  • strategic human resources management

ASJC Scopus subject areas

  • Public Administration
  • Organizational Behavior and Human Resource Management


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