| Abstract: | This article discusses issues facing personnel specialists within the voluntary sector who are trying to implement people management policies associated with the Human Resource Management (HRM) model. It outlines the pressures for change in management practice in the voluntary sector and then focuses more precisely on the definition of HRM theory, providing a rationale for voluntary agencies to develop policies and practices. The difficulties managers and personnel practitioners may face when attempting to implement these practices are described. Finally, an agenda for further research in this area is proposed. |
