Building the real service-oriented government in China-

The reformation and development of Human resource management in Chinese government

by

ACKNOWLEDGEMENT

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible (Michael, 2006).

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University (Michael, 2006).

Signed __________________ Date _________________

ABSTRACT

This study tries to explore the conceptualization of service-oriented government. It explains what role is played by the Human Resource Management mechanism in the service-oriented government. It also describes various forms and stages of Human Resource Management in government oriented systems with the context of Chinese Government. The study also explore various characteristics possessed by the service-oriented government and how these characteristics impact on the development of human resource management systems (Karen, 2004).

TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

ABSTRACTIV

CHAPTER 3: RESEARCH AND FINDINGS1

3.3 The HRM in Service-Oriented Government1

3.3.1The Framework of HRM in Service- Oriented Government1

3.3.2 Human Affairs System in Reforming Service- Oriented Government3

3.3.3 Strategic Value of HRM in service- oriented government7

3.3.4 Strategy Implementation: How to Build a HRM System in Service- Oriented Government?10

REFERENCE14

CHAPTER 3: RESEARCH AND FINDINGS

3.3 The HRM in Service-Oriented Government

3.3.1The Framework of HRM in Service- Oriented Government

The main aim of Human Resource framework in service oriented-government is to create a systematic organization that contains right people at the right posts and in the right time. All the processes involved in the framework of human resource are planned in order to achieve this goal (Martell, Gupta, Carroll, 2004). The selection criteria are listed below:

Merit: The key criteria to select, to promote and to recognize the officers and employees of Public Administration will be on merit. The credit values the experience, knowledge and skills of the applicant and the adequacy of the professional profile of the job requirements. The application of this principle promotes excellence and neutrality of public servants in discharging their responsibilities.

Transparency: The rules of the game, the public administration must be clear and stable for all, in this sense the reporting procedures for access to participate in competition for a place must be public knowledge. Transparency is also ensuring that public servants receive fair and equal treatment and also allows for the democratic oversight by citizens.

Objectivity: The process of making treatment decisions in the Public Administration staff, that must rely on instruments and procedures that enable fair and objective to minimize discretion in this matter and ensure the credibility and the expected impacts.

Equity: Human Resources policies apply equally and equally to all employees without exception or discrimination, equity must be understood as the right of workers and citizens that the State provides everyone equal opportunities to access the public as their merits and abilities.

Neutral and professional: Public employees in performing their professional functions must be unrelated to any political or party consideration and ...