Abstract
The article presents a framework of nonprofit human resource management (NHRM) that emphasizes the context of nonprofits, organizational and employee characteristics. Drawing on contingency theory and social exchange theory, the article examines the multidimensional contingencies in the environment of nonprofit organizations and the characteristics of employees that underlie NHRM. Three underlying principles and five models of NHRM are presented to explain the dimensions of NHRM. The concept of social alignment, implications for nonprofit management research, and practice are discussed.
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