Introduction: The objective of this report is to critically analyze the human resource management (HRM) practices of the Summerfield Community Council (real name withheld for confidentiality purposes). First, the report briefly describes the organizational context and the HR practices to be reviewed. Second, it addresses the relevant environmental characteristics of the firm and how they affect the chosen HR practices. Third, it determines and evaluates the limits of these practices in the chosen company with the support of scientific and research literature. In the end, it provides the conclusions and recommendations based on the discussion. This report examines the two fundamental HR practices of recruitment and performance management (PM). The analysis of these practices is based on research and the information on these practices from the Summerfield Community Council is based on primary sources, including company policy and the author's direct involvement in the service of human resources of the company. This report was limited by limited time. framework and resources. Additionally, there is little research available to evaluate HR practices in the nonprofit sector. Analysis: The Current Scenario: The Summerfield Community Council is a non-profit organization (NPO) working for women's rights in New Zealand. Its aim is in particular to ensure the well-being of New Zealand's migrant and refugee communities. Additionally, it operates in other countries like Australia and Bangladesh on a limited scale. Recruitment and performance management practices are considered to be of greater importance than other human resources (HR) practices of the company. The company has an ...... middle of paper elaborate ...... and Sowa (2011) suggest that PM in this sector depends on annual employee reviews. Additionally, NPOs do not rely on performance-based salary rewards, which may be explained by managers' assumption that front-line employees in this sector would be more satisfied with intrinsic rewards rather than monetary rewards. PM in this sector relies on rewards based on training and development. Additionally, these organizations face financial constraints, making it more difficult for HR managers to follow PM policy, evaluate employee performance, and provide regular feedback. Thus, the PM of the NPO is subject to financial restrictions which lead to a reduced frequency of these evaluations. This also shapes the rewards that follow employee reviews, which are more focused on training and development rather than monetary rewards..