A Study On Incentive Mechanism Of Human Resource Management In Public Sectors

In the past decades, the theory and practice of human resource management in Chinese public sectors have achieved some progresses. However, research on the incentive mechanism of human resource management in public sectors is just at the beginning. Especially studies focusing on the defects and creative measures to overcome these defects of salary management system, promotion system, evaluating system and training system in Chinese public sectors are urgently needed. It is true that incentive mechanism is very important to human resource management. Without an effective and feasible incentive mechanism, public sectors will lose theirs attractions for talented people, have more employees’ turnover and finally lose their administrative efficiency. On the basis of this understanding, this dissertation explores in the incentive mechanism of human resource management in Chinese public sectors by using such approaches as documentary analysis, comparative analysis as well as case study. It firstly explores the connotations of incentive mechanism in public sectors and the successful experience of western countries such as the United States and Singapore in incentive practice in public sector management. Then it looks back the history of the incentive mechanism in Chinese public sector, and by a case study on a public sector(Bureau D) in Guangzhou City, it systematically analyses the status quo, main defects and consequences of the current incentive mechanism in Chinese public sector. Finally it proposes some innovations in future construction of incentive mechanism in Chinese public sectors. By systematically analyzing on the defects of the current incentive mechanism, this dissertation comes to the conclusion that innovations should be introduced by insisting on the “people-oriented” idea and the principle of fair and justice, creatively constructing a multi-level and multi-element incentive mechanism system(combining material incentives and spirit incentives, combing external incentives and internal incentives, and combining the restriction of organization goal on employees and employees’ organization identification), in order to avoid employees’ turnover and improve the efficiency of human capital productivity in public sectors.