PUB4860 ASSIGNMENT 6 2025
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE REPORT IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF PUB4860.
THIS REPORT IS INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH
THEIR ASSIGNMENT, AND IN NO CASE THIS DOCUMENT SHOULD BE USED
FOR CHEATING. WE BELIEVE THIS WILL BE A GOOD STARTING POINT AS IT
WAS PREPARED BY OUR TEAM OF PROFESSIONAL PRIVATE TUTORS WHO
ARE EXPERTS IN THE FIELD, AND IT WAS PREPARED USING VARIOUS
SOURCES. ANY SIMILARITY WITH ANY EXISTING THEORY OR DISCUSSION BY
OTHER AUTHORS IS EXCUSED. THE AUTHORS HOWEVER DO NOT CLAIM
MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF THE ANSWERS
CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER
GUIDELINE ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE
IN GENERAL, CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144 or
email
, PUB4860 ASSIGNMENT 6 2025
Critically Assessing Unique Human Resource Management Practices in the
Public Sector: A Comparative Analysis of the Developed World, BRICS, and
Africa
Introduction
Public sector Human Resource Management (HRM) is a critical nexus of governance,
state capacity, and delivery of services. While different from its private sector
counterpart, public sector HRM is significantly shaped by the imperatives of public
accountability, fairness, and pursuit of often non-financial social goals. Public sector
HRM practices and issues are not one-size-fits-all; they vary meaningfully according
to geopolitical and socio-economic environments. This essay will critically analyze the
unique HRM practices of the public sector in three diverse areas: the developed world
(focusing on OECD nations), the emerging economies of the BRICS block (Brazil,
Russia, India, China, South Africa), and the wider African continent. By examining key
aspects—such as employment relations, training and development, remuneration,
trust administration, and talent management—this critique will demonstrate how these
practices are influenced by, and attempt to solve, ingrained cultural, legal, and
economic issues (Brouwers & Paltu, 2020). The hidden thesis is that while the
developed world is busy modernizing a Weberian bureaucratic legacy, BRICS nations
negotiate the trade-off between rapid growth and institutional transformation, and most
African states face the common challenge of building nascent administrative capacity
in the face of entrenched constraints.
The Developed World: Modernising the Weberian Legacy
The public administrations of industrialized countries, particularly in North America,
Western Europe, and Australasia, are founded to a large degree upon a legacy of
Weberian bureaucracy. This legacy is strongly focused on meritocracy, rule-based
processes, political neutrality, and lifetime career service. However, since the 1980s,
this model has been very much challenged by the ideals of New Public Management
(NPM), which has led to a unique set of hybrids HRM practices.
Employment Relationships: The traditional model featured a stable, tenured
employment relationship, often heavily unionised, with clear career ladders. NPM
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE REPORT IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF PUB4860.
THIS REPORT IS INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH
THEIR ASSIGNMENT, AND IN NO CASE THIS DOCUMENT SHOULD BE USED
FOR CHEATING. WE BELIEVE THIS WILL BE A GOOD STARTING POINT AS IT
WAS PREPARED BY OUR TEAM OF PROFESSIONAL PRIVATE TUTORS WHO
ARE EXPERTS IN THE FIELD, AND IT WAS PREPARED USING VARIOUS
SOURCES. ANY SIMILARITY WITH ANY EXISTING THEORY OR DISCUSSION BY
OTHER AUTHORS IS EXCUSED. THE AUTHORS HOWEVER DO NOT CLAIM
MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF THE ANSWERS
CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER
GUIDELINE ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE
IN GENERAL, CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144 or
, PUB4860 ASSIGNMENT 6 2025
Critically Assessing Unique Human Resource Management Practices in the
Public Sector: A Comparative Analysis of the Developed World, BRICS, and
Africa
Introduction
Public sector Human Resource Management (HRM) is a critical nexus of governance,
state capacity, and delivery of services. While different from its private sector
counterpart, public sector HRM is significantly shaped by the imperatives of public
accountability, fairness, and pursuit of often non-financial social goals. Public sector
HRM practices and issues are not one-size-fits-all; they vary meaningfully according
to geopolitical and socio-economic environments. This essay will critically analyze the
unique HRM practices of the public sector in three diverse areas: the developed world
(focusing on OECD nations), the emerging economies of the BRICS block (Brazil,
Russia, India, China, South Africa), and the wider African continent. By examining key
aspects—such as employment relations, training and development, remuneration,
trust administration, and talent management—this critique will demonstrate how these
practices are influenced by, and attempt to solve, ingrained cultural, legal, and
economic issues (Brouwers & Paltu, 2020). The hidden thesis is that while the
developed world is busy modernizing a Weberian bureaucratic legacy, BRICS nations
negotiate the trade-off between rapid growth and institutional transformation, and most
African states face the common challenge of building nascent administrative capacity
in the face of entrenched constraints.
The Developed World: Modernising the Weberian Legacy
The public administrations of industrialized countries, particularly in North America,
Western Europe, and Australasia, are founded to a large degree upon a legacy of
Weberian bureaucracy. This legacy is strongly focused on meritocracy, rule-based
processes, political neutrality, and lifetime career service. However, since the 1980s,
this model has been very much challenged by the ideals of New Public Management
(NPM), which has led to a unique set of hybrids HRM practices.
Employment Relationships: The traditional model featured a stable, tenured
employment relationship, often heavily unionised, with clear career ladders. NPM
