Building the real service-oriented government in China - The reformation and development of Human resource management in Chinese government

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ACKNOWLEDGEMENT

I would like to take this chance for thanking my research facilitator, friends & family for support they provided & their belief in me as well as guidance they provided without which I would have never been able to do this research.

DECLARATION

I, (Your name), would like to declare that all contents included in this thesis/dissertation stand for my individual work without any aid, & this thesis/dissertation has not been submitted for any examination at academic as well as professional level previously. It is also representing my very own views & not essentially which are associated with university.

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ABSTRACT

China had come a long way from the early 1980s when it had opened its markets for foreign investment. The government has been pragmatic enough to understand that change is necessary for political and economic survival. As a consequence, many attempts have been made for increasing foreign investment, share knowledge, and modernization of various aspects of Chinese society. HRM practices in the government sector remain traditional in nature. Appointments for job positions are based upon personal connections and relationships. Similarly, there is a corporate culture that focuses on collectivist values. Hence individuals cannot apply free thinking or creativity to resolve problems. Furthermore, the system does not have adequate job descriptions or training procedures for its workforce. There is the need for smart strategies that could be used to achieve efficiency and effectiveness. China needs a system that could learn best practices from developed countries and modify them in accordance with their own values.

TABLE OF CONTENTS

ACKNOWLEDGEMENTii

DECLARATIONiii

ABSTRACTiv

CHAPTER 1: INTRODUCTION1

1.1The Chinese special socialist system1

1.2The decision-making-oriented government is the transformation of the service-oriented government in China would be of epoch-making significance.2

1.3The function and characteristics of the service-oriented government3

1.4The new position of China's service-oriented government4

1.5The current status of Chinese government's human resource management5

CHAPTER 02: LITERATURE REVIEW7

2.1Analyzed and evaluated the HRM in the government of developed countries8

2.1.1HRM System: USA8

2.1.2HRM System: UK9

2.1.3HRM System: Australia10

2.2Analyzed and evaluated the HRM in the government of New China11

2.3The reformation and recommendation of HRM in New China's government in the future12

CHAPTER 03: RESEARCH AND FINDING15

3.1Chinese Government HRM System Formation Factors15

3.1.1Social Factors15

3.1.2Cultural Factors16

3.1.3International Factors17

3.1.4Historical Factors18

3.2Government HRM Problems18

3.3HRM Service Oriented Government21

CHAPTER 04: RESULTS, RECOMMENDATIONS AND DISCUSSION23

4.1HRM System with Chinese Characteristics23

4.2Strategic HRP23

4.3R & S24

4.4Coordination and Cooperation24

4.5Reward and PRP25

4.6HRD26

4.7Government with Service, Management, and Study26

4.7.1Learning from Developed Countries26

4.7.2Retaining Chinese Characteristics28

4.7.3Advance with Times29

4.8Argument and limitation29

4.8.1Service Oriented Government Abuse29

4.9Chinese Service Oriented Government Limitation31

4.10HRM System Reform Challenges32

CHAPTER 05: CONCLUSION33

5.1The Government's HRM as the Most Serious Problem for China33

5.1.1Problem 1: The Unreasonable Human Resource Structure34

5.1.2Problem 2: The High HR Cost and the Low Work Efficiency35

5.1.3Problem 3: The GuanXi; equivalent to corruption (PRP, Reward and Development)37

REFERENCES40

CHAPTER 1: INTRODUCTION

China is categorized among the oldest countries of the world; one of the powerful developing countries in the world; one of the rapid growth countries in the world (Bottelier, 2007). In the recent years, a growing number of scholars believe that China would be surpassing United States as the world's biggest ...