A comparison of human resource management in Korea and Taiwan (Draft 3) Nowadays, human resource management (HRM) has been highly valued little by little, because human resource is the most precious resource in enterprise. No matter to do the simple works such as running errands or to map out whole organization’s plan, all need “human” to execute and manage. Human resource is not only assets of an organization but key resource. As a result, the influential of HRM has increased toward company management. Currently, more and more companies make personnel department become independent from general services department. Even instead of personnel department companies change its name into human resource management department. According to an article in a website named Management Study Guide, it claims that personnel management is essentially “workforce” centered whereas human resource management is “resource” centered. In the other words, personnel management is often considered an independent function of organization. It provides a response to demands and concerns as it is presented. On the contrary, human resource management is said to incorporate and develop personnel management tasks, while seeking to create and develop workers for the benefit of organization. Its primary goal is to enable employees to work to a maximum level of efficiency. Toward HRM activity, there are many categories from different scholars. In my paper, I would base on Huang’s idea to classify HRM activity into four categories ─ staffing, training, and maintenance to compare the HRM between Korea and Taiwan. I believe that a completed HRM system is pretty one of the most important impulse to Korea’s companies and economic development. The motivation makes me compare Korea and Taiwan is the impressive economical
development of Korea. First, last three decades the outstanding economic development of South Korea is hailed as” Miracle on the Han River”. I regard that there is certainly some successful experience worth for our country to learn. Besides, several industries in Taiwan and South Korea are overlapping. Namely, to some extent South Korea is our country’s competitor in business. Based on the statistic of the Bank of Korea and Directorate-General of Budget, Accounting and Statistics, in 2004 Taiwan’s GNP is 15,082 U.S. dollars which is modestly ahead of Korea’s GNP 15,082 U.S. dollars. Nevertheless, GNP of Korea has surpassed Taiwan’s since 2005. Well goes an old saying,” Know your enemy and know yourself, and you can fight a hundred battles without defeat.” Thus, I would like to pay attention on the HRM system in both South Korea and Taiwan. To sum up, I would make a comparison between Korea and Taiwan by their culture and HRM activity ─ staffing, training and evaluation. The culture of a country will influence its management style a lot. Hence, if we would like to understand the HRM within an organization, we must begin with an understanding of its culture first. Basically, both of Korea and Taiwan are influenced by Chinese, American and Japanese culture. Thus, Korea and Taiwan are not totally different. But the Korean still have their unique national characteristics which is different from Taiwan. Although Taiwanese also influence by Chinese Confucianism, nowadays it is more obviously in Korean society. From Korean daily life to management system, the presence of Confucian elements is easy to be seen. For example, the Confucian beliefs strictly emphasize on the respect and loyal to the seniority. Then we can find out that this belief influences the relationship between the employer and employee in Korea. Moreover, Korea is a single nation which makes them pretty united. Owing to historical context, Korean is pretty united and unwilling to be left behind. It is this kind of nationality to make their country grow rapidly. Unlike the Korean, Taiwanese are united only if some huge events happen. Namely, Taiwanese tend to be
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