Strategic human resource management: A qualitative collective case study of small to medium nonprofits

by Davis, Wendolyn D., Ph.D., CAPELLA UNIVERSITY, 2015, 229 pages; 3682572


This qualitative collective case study explores the utilization of Strategic Human Resource Management (SHRM) in three small to medium nonprofit organizations. The purpose of this study was to examine whether these case study organizations utilized SHRM without the theoretical knowledge or the understanding to attribute their practices to the explored phenomenon. The practices specifically related to the attraction, recruitment, and retention of key human capital.

Findings indicated that the case study organizations did not place extensive focus on attracting and recruiting highly qualified human capital. The greater focus was soft skills as opposed to hard skills, knowledge, and abilities. Economically practical resourcing represented the practices of these three organization. The resourcing included organization websites, social media, industry peer networking, and community support. Findings also suggested that the phenomenon of strategic human resource management existed at a nominal level. Executives did not hold specific human resource management knowledge comparable to industry standards for human resource professionals. Collectively, executives were not members of any human resource management associations or organizations. The executives did not subscribe to print or electronic scholarly human resource management publications. The level of the phenomenon consisted of primarily transactional practices.

The impact experienced by the organizations supported research theory regarding organizational benefits of strategic human resource management practices in terms of attraction, recruitment, and retention of skilled and knowledgeable human resources. Retained human capital represented those with a high intrinsic reward from the mission of the organizations, but did not consistently represent the most knowledgeable or the most desired employees.

Although, the level of SHRM was nominal, the roles of each participant in the SMNPOs included development and implementation of organizational strategy, which uniquely positioned each organization to improve the use of strategy related to human resource management with specific professional development, training, and industry HRM certification.

AdviserClifford Butler
Source TypeDissertation
SubjectsManagement; Business education
Publication Number3682572

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