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Resources Management In Nonprofit Organizations

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Discuss about the Resources Management in Nonprofit Organizations.



Strategic Human resources management is an organized method that a firm’s management and uses for its Human resources function in relation to the goals and objectives of the organization (Tran, 2015). This means that strategic Human resources management will enhance the human resources functions through linking the traditional practices in Human resources and the firm’s business strategy so as to realize their goals and be able to achieve a competitive advantage (Guo, Brown, Ashcraft, Yoshioka, & Dong, 2011). This paper analyses the strategic human resources management in a flexible environment as the one implemented by Justita which is a law firm that focuses its practice in fostering women lawyers while at the same time offering an alternative to staff and clients who wish to conduct business in a harmonious and flexible manner (Lengnick-Hall, Lengnick-Hall, Andrade, & Drake, 2008).

Because of the increasing competition in the nature of legal profession, it calls for law firms to integrate their human resources functions with business strategies. This is the only way that they can acquire sustainable competitive advantage in the legal industry (Wright & McMahan, 2011). In this manner, strategic human resources management is vital as it helps firms realize their goals and its application on performance with regard to the contribution of each employee contribution in the organisation (Gannon, Doherty, & Roper, 2012). It is also important to note that strategic human resources management helps in improving the relationship between employees and the owners of the firm (Kramar, 2014).


Importance of firms like Justitia to ‘smash the old Paradigm’ with regard to work design challenges

Strategic Human resources management is very helpful in retaining and attracting the most qualified workforce that can make an organisation achieve their objectives. This means that the main strategic Human resources function is to facilitate the growth in organisations and ensure proper management and retention of the acquired talent (Colbert B. , 2004). In this manner a law firm like Justita needs to ensure that their workforce is properly motivated and there is constant workflow for the firm (Cania, 2014).  In this manner having a new way of operating a law firm will allow employees to have control over their responsibilities and afford them with the flexibility to me innovative in the way they serve clients (Khilji & Wang, 2006). The issue of responsibility will also improve productivity and client intake.  Through the new way of doing things, the company is able to expand skill base of employees in the organisation and allow then to acquire required skills that are useful in the organization’s strategic growth.  With Justita implementing the use of a sound base business model, they are going to represent a better way for serving customers in the legal profession that the current ‘old way’ alternatives. In this manner they will offer more value to a discrete group of clients (Bolden, 2011). This will also mean that they shall have to replace the old way of doing running a law firm and become the standard for the next generation lawyers in the industry (Bridges & Freytag, 2009). Justita’s new business model is going to change the rules of the game, with regard to the case study it will change the relationship levels between employees and between the owners and their clients. In this manner client will eliminate fears of being swindled off their legal money and they will also increase efficiency in terms of the number of hours spent in solving cases or arriving and a legally organized deal (Colbert, Judge, Choi, & Wang, 2015).  In addition, with a powerful business model as the one presented by Justitia will provide employees with the responsibilities and authority which will allow them to be flexible and can motivate innovation in the organisation (Eisenbeiß & Giessner, 2012). This can also improve productivity in the firm.


Challenges in adopting new work design and how they can be managed

Adopting a new work design will create an impact for the capacity of the law firm to be agile. In this manner the new work design my lead to less productivity in the start than the old ways. It will call for employees being able to operate in an environment that will suit the new working style and allow companies to use the existing workforce to implement the change. There will also be a challenge especially when setting the goals of all employees (Cania, 2014). The human resources department will also have to identify the sectors in the organisation that will require new work designs, here they will need to set new long term and short term objectives to work with (Converse & Reinhard, 2016). This can also be done by reinforcing and overseeing the implementation of new business strategies.  Adopting a new work design will also be realized if the firm is able to confront the new business environment through a continued coverage of customer need (Malcom, 2014). A new work design is very important in any organisation due to the nature of the law firm which is required for them to do with client’s requirements since the business is about entering in to new contracts with legal seeking clients on a regular basis (Guo, Brown, Ashcraft, Yoshioka, & Dong, 2011). Organizational work design will be advantageous for the Justitia as their employees will be able to work in a nonstandard form which provides the firm with an advantage of providing a unique support to the legal profession (Strong, 2012).  This can be achieved when employees in the firm respond to the needs of clients across all departments. In a changing business environment where clients call for a total coverage will be very important to their employees to filling the gaps and provide the firm with a more specific and dynamic working environment (Parker & Cox, 2015).  The old model for working will also be very incapable to accommodate the amount of agility which is expected in the modern legal industry unless Justitia as a firm has a tangible presence in other legal markets (Lengnick-Hall, Lengnick-Hall, Andrade, & Drake, 2008). A changing business model will also allow employees to coordinate well in different business environment.


Adopt the approach for organizations of different sizes and industry.

To adopt the approach of the new work design, it will involve the firm or the industry looking in to other equal disciplines that encompass strategic human resources management (Peltoniemi, 2015).  Some of the most common disciplines will include; Product design where the manager of the organization will be called upon to look at the managerial functions which are related to the development of the new work design. In this manner, the manager will need to secure new partnership with other units that are able to facilitate this area. One of the suggested approaches is user centered which guides the force for work environment (Elliott & Simmons, 2011).  Also the company will have to think about reforming their brand to fit the new work design. Here the responsibility will lay on the experience of the organization, there some of the important areas need to be touched so as to create a more reliable and trustworthy branding to allow the new business environment be embraced by customers (Pearce, Hoch, Jeppesen, & Wegge, 2015). Thirdly the type of services provided by the firm will have to be changed in a manner that it meets the new work environment. With regard to product design, it will be important to define the kind of services that will be offered. Some of them will take the experience of the organization in the profession and experience of the organization while dealing with customers for the period they have been around. For example, a company like Justitia will need to find new ways of documenting cases, making follow up, asking for legal fees and closing client cases once they are done. Filing methods and other forms of archive will need to be revisited (Gannon, Doherty, & Roper, 2012).  This goes hand in hand with the business design that is meant to operate more efficiently and a higher level of effectiveness. In this manner the manager of the business design will be very effective in persuading others on the design utility.  Lastly, no new business model can work well without the power of Information Technology. There need to be evidence of technological outputs. This is a technical process that will involve implementation, training, monitoring and evaluation and report (Lengnick-Hall, Lengnick-Hall, Andrade, & Drake, 2008).



In conclusion, the new work design for Justitia is a great move for the law firm. Given that the new work design is meant to ensure that employees most of whom are women work well with less pressure, this will encourage more women in the legal profession to continue working flexibly with their other roles as mothers and wives. They are also able to enjoy their social lives, meet with business client, analyses cases and solve them without having to way for judgment. In this manner a new work design will be both complex and necessary. For Justitia enters in to a new design they have to consider the law firm objectives and the strategic direction they want for the firm. As much as this will be a challenge in the first place, it will enable the firm position itself to a much better level that other ordinary law firms.



Bolden, R. (2011). Distributed Leadership in Organizations: A Review of Theory and Research. International Journal of Management Reviews, 13(3), 251-269.

Bridges, E., & Freytag, P. (2009). When do firms invest in offensive and/or defensive marketing? Journal of Business Research, 62(7), 745-749.

Cania, L. (2014). The Impact of Strategic Human Resource Management on Organizational Performance. Economia : Seria Management, 17(2), 373-383.

Colbert, A., Judge, T., Choi, D., & Wang, G. (2015). Assessing the trait theory of leadership using self and observer ratings of personality: The mediating role of contributions to group success. The Leadership Quarterly, 23(4), 670-685.

Colbert, B. (2004). The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management. The Academy of Management Review, 29(3), 341-358.

Converse, B., & Reinhard, D. (2016). On rivalry and goal pursuit: Shared competitive history, legacy concerns, and strategy selection . Journal of personality and social psychology, 110(2), 191-213.

Eisenbeiß, S., & Giessner, S. (2012). The Emergence and Maintenance of Ethical Leadership in Organizations: A Question of Embeddedness? Journal of Personnel Psychology, 11(1), 7-19.

Elliott, C., & Simmons, R. (2011). Advertising media strategies in the film industry. Applied Economics, 43(29), 4461-4468.

Gannon, J., Doherty, L., & Roper, A. (2012). The role of strategic groups in understanding strategic human resource management. Personnel Review, 41(4), 513-546.

Guo, C., Brown, W., Ashcraft, R., Yoshioka, C., & Dong, H. (2011). Strategic Human Resources Management in Nonprofit Organizations . Review of Public Personnel Administration, 31(3), 248-269.

Khilji, S., & Wang, X. (2006). Intended' and 'implemented' HRM: the missing linchpin in strategic human resource management research. The International Journal of Human Resource Management, 17(7), 1171-1189.

Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach? The International Journal of Human Resource Management, 25(8), 1069-1089.

Lengnick-Hall, M., Lengnick-Hall, C., Andrade, L., & Drake, B. (2008). Strategic human resource management: The evolution of the field. Human Resource Management Review, 19(2), 64-85.

Malcom, M. (2014). A critical evaluation of recent progress in understanding the role of the research-teaching link in higher education. Higher Education, 67(3), 289-301.

Parker, R., & Cox, S. (2015). Power Relations and Small and Medium-sized Enterprise Strategies for Capturing Value in Global Production Networks: Visual Effects (VFX) Service Firms in the Hollywood Film Industry . Regional Studies, 47(7), 1095-1110.

Pearce, C., Hoch, J. E., Jeppesen, H. J., & Wegge, J. (2015). New Forms of Management: Shared and Distributed Leadership in Organizations. Journal of Personnel Psychology, 9(4), 151-153.

Peltoniemi, M. (2015). Cultural Industries: Product–Market Characteristics, Management Challenges and Industry Dynamics. International Journal of Management Reviews, 17(1), 41-68.

Strong, S. (2012). User-led organisation leadership of support planning and brokerage. The International Journal of Leadership in Public Services, 8(2), 83.

Tran, H. (2015). Personnel vs. strategic human resource management in public education. Management in Education, 29(3), 112-118.

Wright, P., & McMahan, G. (2011). Exploring human capital: putting ‘human’ back into strategic human resource management. Human Resource Management Journal, 21(2), 93-104.

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