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1、BenchmarkingofhumanresourcemanagementinthePublicsector:Prospects,problemsandchallengesDavidMAkinnusiOrganisational/IndustrialPsychologyandHumanResourcesManagementNorthWestUniversitySouthAfricaCorrespondenceto:DavidMAkinnusie-mail:david.akinnusi@nwu.ac.zaABSTRACTThispaper
2、reviewstheroleofhumanresourcemanagement(HRM)which,today,playsastrategicpartnershiproleinmanagement.ThefocusofthepaperisonHRMinthepublicsector,wheremuchhoperestsonHRMasameansoftransformingthepublicserviceandachievingmuchneededservicedelivery.However,acriticalevaluationofH
3、RMpracticesinthepublicsectorrevealsthattheseservicesleavemuchtobedesired.ThepapersuggeststheadoptionofbenchmarkingasaprocesstorevampHRMinthepublicsectorsothatitisabletodeliveronitspromises.Itdescribesthenatureandprocessofbenchmarkingandhighlightstheinherentdifficultiesin
4、applyingbenchmarkinginHRM.Itconcludeswithsomesuggestionsforaplanofaction.Theprocessofidentifying“best”practicesinHRMrequiresthebestcollaborativeeffortsofHRMpractitionersandacademicians.Ifusedcreatively,benchmarkinghasthepotentialtobringaboutradicalandpositivechangesinHRM
5、inthepublicsector.Theadoptionofthebenchmarkingprocessis,initself,alitmustestoftheextenttowhichHRMinthepublicsectorhasgrownprofessionally.Keywords:benchmarking,benchmarkingprocess,humanresourcemanagement,publicsector,publicsectormanagementInanyorganisedhumanactivity,human
6、beingsnaturallytakeprecedenceoverotherresources,asitistheyandtheyalonewhoarecapableofdirectingandutilisingotherresources.Effectivehumanresourcemanagement(HRM)has,therefore,becomecrucialandcriticaltotheachievementofindividual,organisational,community,nationalandinternatio
7、nalgoalsandobjectives.Ironically,eventhoughhumanbeingsarewidelyconsideredasthemostimportantassetsofanyorganisationornation,theirdevelopment,motivationandutilisationhavenotalwaysoccupiedthecentralplaceinmanagement(Bendix,1996,p.4-10).Inthehistoryofmanagementthought,theneg
8、lectofthehumansideofenterprisebroughtthescientificschoolofmanagementtoitskneesandledtotheriseofthehuman