ABSTRACT
This chapter explores some of the efforts of Community Action agency leaders to design and implement human resource systems that effectively navigate the above tension, address the seemingly opposing concerns, and make the most of their human resource advantage. Based on the analysis, it offers some observations and conclusions about human resource management and leadership in social-service organizations. The chapter discusses three important questions that help to introduce foundational elements to the design and implementation of effective human resource systems, as demonstrated by the human resource practices of many Community Action agencies: the current state of the organization's workforce, current human resource practices and principles or philosophies that influence the organization's choice and configuration of human resource practices. The agency mission can generate both reinforcing and counteracting feedback, depending on whether the staff efforts are in line with the mission.
