Zhao offers a quick history of China's foreign policy since 1949 and then offers a provocative assessment of it today.
Lu, "A values orientation approach to study of the public personnel systems of Taiwan: Constructing a four-values framework for analysis," 1994
Jyan-Shiu Lu, D.P.A.
This exploratory values study of Taiwan's public personnel systems employs a four-quadrant values framework in order to construct alternatives in public personnel theory. Four contrasting personnel values orientations--personnel administration, personnel management, personnel politics, and strategic human resource management--are conceptualized on the basis of the extensive literature of public personnel/human resource management. They are utilized as the major values frames for studying Taiwan's public personnel systems.
Literature is reviewed on traditional values orientations of Chinese culture, especially prevailing political philosophies like Confucianism, and Legalism, along with cultural epistemological patterns of thought, such as value clustering, polaristic thinking, and need for order, which provide a context for analysis of values in Taiwan's public personnel systems. Concepts of personal relations and networks are noted as significant factors in explaining the dynamics of personnel actions.
The study includes a values questionnaire survey of 385 of Taiwan's public personnelists from seven personnel agencies. Multiple values dimensions of public personnel systems are questioned with references to institutions, system designs, organizational action, operation, personal quality. Six major personnel practices--staffing criteria, recruitment, performance appraisal, training, financial concern, and separation--are incorporated into the four values orientations. Values measurements are based on the rating of desirability and importance; and a unified indicator, weight of desirability, is calculated for comparison. The survey solicits opinions of public personnelists regarding the values related future expectations, organizational goals, constituents, personal qualities, and entry motives. Six variables--gender, age, rank, governmental classification, education, tenure--are applied for discriminating among differing values orientations among groups of respondents.
The data show that, among the four values orientations, Personnel administration and Human Resource Management are the two dimensions rated most desirable and important. These reveal the conflicting types of control administration versus development human resource management. Personnel Politics is rated by all respondents as the least desirable values orientation. No significant differences of values orientations are found related to the six variables of gender, age, etc. (Copies available exclusively from Micrographics Department, Doheny Library, USC, Los Angeles, CA 90089-0182.)
Advisor: Siegel, Gilbert
U.S. Trade Representative Katherine Tai: Openness, inclusion and fairness essential at home and as principles in dealing with China
Resilience, inclusion and communication central in her remarks
The Dragon Roars Back – Mao, Deng and Xi Jinping and China’s evolving relations with the world - Zhao Suisheng 赵穗生, University of Denver
Join us for a book talk with Suisheng Zhao on how Mao Zedong, Deng Xiaoping, and Xi Jinping each conceived and executed radically different approaches to China's relations with others.