Original Research

Benchmarking of human resources management

David M. Akinnusi
SA Journal of Human Resource Management | Vol 6, No 2 | a151 | DOI: https://doi.org/10.4102/sajhrm.v6i2.151 | © 2008 David M. Akinnusi | This work is licensed under CC Attribution 4.0
Submitted: 15 July 2008 | Published: 18 November 2008

About the author(s)

David M. Akinnusi, North West University, South Africa

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This paper reviews the role of human resource management (HRM) which, today, plays a strategic partnership role in management. The focus of the paper is on HRM in the public sector, where much hope rests on HRM as a means of transforming the public service and achieving much needed service delivery. However, a critical evaluation of HRM practices in the public sector reveals that these services leave much to be desired. The paper suggests the adoption of benchmarking as a process to revamp HRM in the public sector so that it is able to deliver on its promises. It describes the nature and process of benchmarking and highlights the inherent difficulties in applying benchmarking in HRM. It concludes with some suggestions for a plan of action. The process of identifying “best” practices in HRM requires the best collaborative efforts of HRM practitioners and academicians. If used creatively, benchmarking has the potential to bring about radical and positive changes in HRM in the public sector. The adoption of the benchmarking process is, in itself, a litmus test of the extent to which HRM in the public sector has grown professionally.


Benchmarking; Benchmarking process; Human resources management; Public sector; Public sector management; South Africa; Africa.


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