The Effects of Human Resources Management: Cultural Institution Stacie M. Dizzley-Streeter
University of Maryland University College
Submitted in partial fulfillment of the requirements of
HRMD 610 Section 9080 Spring 2014
Dr. Arthur Graziano
For seven years I was employed at a small non-profit cultural institution in a small town in South Carolina where I had volunteered previously for three years. During my years of volunteering and employment with this organization I witnessed how human resources effected the work place environment as well as how human resources effected how the public viewed the organization. Human resource management practices can make or break an organization, especially an organization that daily operations are dependent upon volunteers (American Alliance of Museums, 2013). Effective human resources provide an organization with a competitive advantage in a working environment and have a positive correlation the job satisfaction of employees and volunteers (Barbeito, 2004). Effective and successful human resource management may also increase organizational success while reducing intentions of quitting and negative word of mouth of employees (Arasli, Bavik & Ekiz, 2006). If human resource management mechanisms do not work effectively and efficiently, an employee will lack commitment and loyalty toward the organization (Barbeito, 2004). I was one of the five paid employees at the museum. There was not much diversity when it came to race. I was the only minority employed and I was also the youngest paid employee. The majority of the employees were Caucasian and between the ages of 50 and 80 years old. One employee of the museum was mentally disabled who was hired through a special program in the county. The rest of the museum staff is comprised of regular volunteers and two high school student interns. Usually if a museum has no paid staff the museum board is responsible for the volunteer human resources. However, for museums with paid staff, the responsibilities of the museum board in managing the human resources are extended to the executive museum director or a senior staff member becomes responsible for managing all other staff and volunteers of the museum (Merritt, 2008). When I began volunteering at the museum the acting executive director was responsible for managing the employees and volunteers at the museum. The acting executive director had previously served as a business manager and had a background in human resource management.
Issues in Museum Human Resource Management
The museum was in a state of crisis and was at risk of closing their doors. The museum was in financial turmoil and had lost the support of the community. The museum needed someone who would revamp its structure to bring in more revenue and support to keep the doors of the museum open. The museum needed an executive director who had the necessary experience and skill set to handle the specific problems the museum was having at the time. In 1999 the acting executive director was tasked with finding the best candidates to bring before the museum board. The museum board compiled a list of qualifications, education requirements and level of experience that candidates had to have and as well as a list of preferred qualifications. The acting executive director used the criterion that was decided upon to find qualified candidate whom she brought before the board; however, the museum board did not choose one of the candidates. An individual with no experience with museums or non-profit organizations was hired solely based upon his familial relation to one of the members of the museum board. The executive board often undermined the new museum director’s authority making it difficult for her to do her job. There was an incident when a donor wanted special treatment for his daughter who was applying for an opportunity sponsored by the museum. The executive director...
References: American Alliance of Museums. (2013). Museum Standards and Best Policies. Retrieved from http://www.aam-us.org/resources/ethics-standards-and-best-practices/standards
Arasli, H., Bavik, A., & Ekiz, E. H. (2006). The effects of nepotism on human resource management. International Journal Of Sociology & Social Policy, 26(7/8), 295-308. doi:10.1108/01443330610680399
Barbeito, C. L. (2004). Human Resources Policies and Procedures for Nonprofit Organizations. Hoboken, NJ.: J. Wiley.
Cultural Careers Council Ontario. (2006). Museum Human Resources Planning. Work In Culture. Ontario, CA.: Ontario Trillium Foundation.
Merritt, E. (2008). National Standards and Best Practices for U.S. Museum. New York, NY American Alliance of Museums Press.
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