Human resource management practice in China: a future perspective

Article Abstract:

Human resource management (HRM) in China is analyzed in the context of the current synthesis of tradition and modern development. The new cultural environment is expected to have not only a profound effect on HRM, but the latter may also be a particularly effective tool in ensuring a smooth transition. HRM had always been instrumental in identifying corporate values for the members of an organization, but this role has been broadened into the implementation of corporate strategies and the continual development of management techniques for continual change. The incompatibility of the work ethics of younger and older workers is one problem that is evident not only in China, but also in many other industrial environments. Managing such tensions and other organizational changes brought about by innovation, globalization and constant evolution is part of HRM's challenge.

Social aspects, Methods, China, Human resource management

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Learning from action: an analysis of the Center for Army Lessons Learned (CALL)

Article Abstract:

The US Army's Center for Army Lessons Learned (CALL) successfully cultivates knowledge assets and fosters organizational learning in the military through the observation of ongoing events. The center starts by determining the mission and learning objectives of an event and then forming a collection team, which is composed of subject matters experts based on the mission and goals. These so-called 'learning observers' undergo a collection workshop and are trained to look for problems met, excellent performance and creative solutions during the event. They are also required to ascertain causality to prove their findings. The three phases of scanning, interpretation and action are typically involved in every observation initiative managed by CALL. HR professionals can enhance organizational learning by following the example of the center.

National Security, Army Staff, Case studies, Learning, Experiential learning

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