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Essay / Research Paper Abstract
This 7 page report discusses the extreme differences that exist in the understanding and functions of human resources in three very different nations with very different attitudes relating to the implementation of human resource functions. Bibliography lists 10 sources.
Page Count:
7 pages (~225 words per page)
File: D0_BWintlHR.rtf
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Unformatted sample text from the term paper:
year, if not every month there is a new and popular "flavor of the month" in the world of human resource management. That basic fact is true in Moscow, Beijing,
or Cincinnati. Regardless of the type of organization or its location, when human resource management is described as a "systematic approach to managing people," it must be kept in mind
that "systematic" should serve as a synonym for "consistent" and "equitable." Those two factors are essential to the success of any human resource management effort. In worlds in which totalitarianism
has served as the primary framework governing both thinking and practice, such ideals are not easily obtained. Of course, regardless of the location, the human resource function of any
organization serves as the linchpin for any truly successful enterprise regardless of its particular mission or purpose. Human resources strategies, getting the right people in the right positions and
keeping them there - happy, creative, productive - is an absolute necessity in optimal organizational management. While such a concept has come to be accepted as simple common sense, the
Peoples Republic of China and Russia are still struggling to understand what that means in terms of the daily operations and long-term objectives of their nations many social and economic
objectives. Human Resources in China According to Andersen and Nicholson (2000), ever since the opening of China to the rest of the world in the late 1970s, "it has been
a continuing difficulty for multinational companies (MNCs) to establish business on the mainland" (pp. 50). Issues that range from access to the international marketplace to dealing with the firmly established
bureaucracy of the Chinese Communist Party have proven to be significant challenges for those who want to establish organizational presences in mainland China. Andersen and Nicholson also note that: "In
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