MMPA6435 Walden American Heart Association Workforce and Volunteerism Paper
Business Finance
Discussion 1: Workforce
During the past few decades, demographers began to predict major shifts in the ethnic and racial population of the U.S. These shifts, in turn, have significantly impacted the social composition of the labor force. The workforce changes that we have already seen in both the private and public sector include: increases in the number of women, increases in foreign-born or immigrant workers, and increases in the average age of workers.
In this Discussion, you will examine the evolution of an organization’s workforce and consider the implications on human resource management. You will develop strategies to capitalize on a changing workforce.
For this Discussion, review this week’s Resources. Review Chapter 12 of Human Resources Management for Public and Nonprofit Organizations, paying particular attention to the evolving workforce. Review “The Workforce” segment of the course media. Focus on the evolution of the U.S. workforce. Identify a government or non-profit organization and consider the role of workforce planning within this organization.
Then, visit the U.S. Census Bureau website or census bureau website of your nation. Select the state or region in which the organization you selected is found and identify the demographic trends there. Consider the trend and think about the preparedness of the employees for the future. Consider how a major change in the workforce could impact human resource management.
With these thoughts in mind:
Post a brief description of a government or non-profit organization you are familiar with. Explain the demographic trends that may impact the workforce of the organization you selected. Explain the evolution of the workforce in terms of types of employees, locations, relationship to organization, and the implications on human resource management (HRM).
Discussion 2: Volunteerism
There is a strong tradition of volunteerism in the United States that began with religious-affiliated organizations and local government councils. Today, a wide range of non-profit and government organizations provide a variety of volunteer opportunities ranging from serving as board members and community educators in non-profit organizations to serving on local government boards and commissions. Volunteers are used to assist employers in meeting their agency’s mission, and thus become an important part of strategic human resource management and planning. These activities strengthen participants’ skills, broaden networking boundaries, and bring new meaning to their job. In turn, this benefits the organization in the form of increased employee engagement and retention.
For this Discussion, review this week’s Resources. Review Chapter 12 of Human Resources Management for Public and Nonprofit Organizations, focusing on the evolving workforce. Identify a government or non-profit organization and consider the role of volunteerism within this organization. Consider how volunteers are recruited and trained.
With these thoughts in mind:
Post a brief description of a government or non-profit organization you are familiar with. Explain the role that volunteers play in government and non-profit organizations. Discuss the advantages and disadvantages of having volunteers in the organization. Describe the methods you would use to recruit and train volunteers.
Be sure to support your postings and responses with specific references to the resources.
Readings
- Pynes, J. E. (2013). Human resources management for public and nonprofit organizations: A strategic approach (4th ed.). San Francisco, CA: Jossey-Bass.
- Chapter 12, “Volunteers” (pp. 377–402)
- Brudney, J. L., & Meijs, L. C. P. M. (2009). It ain’t natural: Toward a new (natural) resource conceptualization for volunteer management. Nonprofit and Voluntary Sector Quarterly, 38(4), 564–581.
Retrieved from the Walden Library databases. Brudney, J. L., & Meijs, L. C. P. M. (2009). It ain’t natural: Toward a new (natural) resource conceptualization for volunteer management. Nonprofit and Voluntary Sector Quarterly, 38(4), 564–581. - Dychtwald, K., & Baxter, D. (2007). Capitalizing on the new mature workforce. Public Personnel Management, 36(4), 325–334. Dychtwald, K., & Baxter, D. (2007). Capitalizing on the new mature workforce. Public Personnel Management, 36(4), 325–334.
- Laff, M. (2006). Talent management: From hire to retire. Training & Development, 60(11), 42–48.
Retrieved from the Walden Library databases. Laff, M. (2006). Talent management: From hire to retire. Training & Development, 60(11), 42–48. - Lewis, G. B., & Cho, Y. J. (2011). The aging of the state government workforce: Trends and implications. The American Review of Public Administration, 41(1), 48–60. Lewis, G. B., & Cho, Y. J. (2011). The aging of the state government workforce: Trends and implications. The American Review of Public Administration, 41(1), 48–60.
- Wanlund, B. (2012). Changing demographics. CQ Researcher, 22(41), 989–1012.
Retrieved from the Walden Library databases.
