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These require as comprehensive and an advanced modern public Human Resource Management System (PERMS). This model is ideal in creating a high-morale-team of employees who ensure the achievement of the state objectives despite the government policies, services management and decisions. Present public services managers are aggressive due to the global trends and stiff competition from the private sector. China and the United States of America have embraced a customer and employee-centered human resource models and values to ensure worker competence and client satisfaction.
The cultural system in these countries plays a significant role in he determination of what human resource management (HARM) model to adopt. In China, the Human Resource Managers emphasize on interpersonal relationship than in the USA. Trust and mutual respect are essential values advocated in the Chinese mores. As a result, the PERMS has a unique model where the leaders and the staff focus on retaining an excellent public image. The ‘manic and ‘Guiana’ concepts manipulate the business relationships.
In the United States, cultural diversity calls for the adoption of dynamic and flexible models that adhere to the needs of the public service workers and customers. The protestant ethic influences the American national culture. On the other hand, the Confucian principles are the aboriginal national customs in China. The USA traditions view work as a calling from God and individuals act in accordance to their professional requirement. However, the modern cultural diversity in the USA has altered the activities of the HARM into secular models.
The Chinese civilization, on the other hand, emphasizes on respect, harmony, and disciplines. Their business practices are family-oriented and accept bribery. In the ASSAI, such bribes are unethical and discouraged by he HARM models. The human resource management in China and the United States apply different strategies to address workforce diversity. In the United States, the workers comprise of people from different cultural, religious, and racial groups. In china, the significant multiplicity is region-based, either from the rural or urban areas.
There are discriminatory practices founded on these divisions in both countries. In the US, the Black community is often in the disadvantaged end as the employment; wage and compensation policies treat them unequally compared to the Whitest. In china, discrimination against the bucolic employees spread in the policy formulations and informal methods. As a result, the public human resource management in both countries participates in managing the differences by harmonize the workers.
The modern public human resource management has many Components such as employment, training, promotion, compensation and layoffs. The managers design models that ensure recruitment and compensations depend on the candidates’ competence. The human resource manager in China and America are at the vanguard of ensuring the implementation of non-discriminatory practices. Promotions based on the Rorer’s competence and performance is the most effective in ensuring the rightful execution of duties by the public service.
Public human management in China and the US faces different challenges based on their natural culture. The Chinese mores embrace the Confucian principles that emphasize on the ‘manic and ‘Guiana’ concepts in business dealing. The importance of trust and respect makes the Chinese public services’ ideal for the society. However, the issuance of bribes hinders justice as managers take bribes to sway decisions. In the United States of America, the puritan and protestant ethics nominating the national traditions discourage malpractices and emphasize on performance and competence based evaluations.